Manitoba Family Services and Housing

Annual Report 2005 – 2006

A French translation of the Annual Report for the year 2005/06 can be obtained by contacting the French Language Services Coordinator, 219 – 114 Garry Street, Winnipeg MB R3C 4V6.

September 2006 His Honour the Honourable John Harvard, P.C., O.M. Lieutenant Governor of Manitoba Room 235, Legislative Building Winnipeg, Manitoba R3C 0V8 May It Please Your Honour: I have the pleasure of presenting herewith the Annual Report of the Department of Family Services and Housing of the Province of Manitoba for the year 2005/06. Respectfully submitted, Original Signed By: Christine Melnick

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September 2006 The Honourable Christine Melnick Minister of Family Services and Housing 357 Legislative Building Madam: I have the honour of presenting to you the Annual Report for the Department of Family Services and Housing for the fiscal year ending March 31, 2006. During 2005/06, the department furthered its work on behalf of children and families, low-income citizens, and persons with disabilities. We continued to work with the new Child and Family Services Authorities to implement the Aboriginal Justice Inquiry – Child Welfare Initiative and to complete case transfers to the new system. We moved forward in the area of child care by increasing wages for early childhood educators, funding more child care spaces, and providing more choice for parents. The department continued to improve benefits for Employment and Income Assistance participants through the introduction of the Northern Energy Cost Benefit and the exemption of residential school compensation payments and asset building accounts from the consideration of income. Through the Manitoba Housing and Renewal Corporation, the department furthered its work with other levels of government to build community/neighbourhood-driven initiatives designed to increase the supply of affordable housing for low-income citizens. In the area of Services for Persons with Disabilities, we continued to implement Full Citizenship: A Manitoba Provincial Strategy on Disability and increased support for services to persons with disabilities, including programs to support more adults in community living settings and day programs. We began a review of funding models for Supported Living and Child and Family Services residential and day services to ensure that agencies have the resources to provide necessary services. In this year’s report, we are pleased to include a new section on Performance Measurement. The Year at a Glance summary of the department’s progress in achieving its goals, however, has not been included in this document. The department has published separately its 2006 Progress Report which provides more comprehensive information in this area. The department remains committed to providing social services that promote greater self-sufficiency and independence, that keep children, families and communities safe and secure, and that encourage healthy citizen development and well-being. Respectfully submitted, Original Signed By: Milton Sussman

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Table of Contents T itle Page

Minister's Letter of Transmittal 3 Deputy Minister's Letter of Transmittal 5 Table of Contents 7 Preface/Introduction 11 Report Structure 11 Vision, Mission, Goals and Guiding Principles 11 Overview 12 Organization Chart as at March 31, 2006 13 Rural/Northern Regional Service Delivery Structure as at March 31, 2006 14 Winnipeg Regional Service Delivery Structure as at March 31, 2006 15 Sustainable Development 16 Performance Measures 18 Minister and Executive Support 20 Social Services Appeal Board 22 Human Resource Services 23

7

Title Page Administration and Finance Division 26 Financial and Administrative Services 26 Information Technology 28 Policy and Planning 29 Agency Accountability and Support Unit 31 D isabilities Issues Office 33 Employment, Income and Housing Division 35

Strategic Initiatives and Program Support 35 Corporate Services 36 Employment and Income Assistance Programs 39 The Manitoba Housing Authority 48

The Manitoba Housing and Renewal Corporation 50

Housing Programs 51 Services for Persons with Disabilities Division 58 Strategic Initiatives and Program Support 58 Adult and Children’s Programs 60 Office of the Vulnerable Persons’ Commissioner 76 Child and Family Services Division 78 Strategic Initiatives and Program Support 79 Child Protection 81 Family and Community Support 91

8

Title Page Community Service Delivery Division 108 Service Delivery Support 108 Rural and Northern Services 110 Winnipeg Services 112 Provincial Services 114 Manitoba Developmental Centre (MDC) 115 Winnipeg Child and Family Services 117 Financial Information 121 Revenue Summary Table 121 Five-Year Expenditure and Staffing Summary Table 122 Reconciliation Statement 123 Expenditure Summary Table 124 Appendix Manitoba Housing and Renewal Corporation – Financial Statements 131

9

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10

PREFACE PREFACE

REPORT STRUCTURE The Annual Report is organized in accordance with the Department of Family Services and Housing appropriation structure as set out in the Main Estimates of Expenditure of the Province of Manitoba for the fiscal year ending March 31, 2006. The report includes information at the Main and Sub-Appropriation levels related to the department's objectives, actual results, financial performance and variances. A five-year adjusted historical table of staffing and expenditures is provided. In addition, expenditure and revenue variance explanations are provided. VISION, MISSION, GOALS AND GUIDING PRINCIPLES

Vision The Department of Family Services and Housing is committed to: • improving the quality of life for Manitobans through furthering the social, economic and labour market

inclusion of all citizens. We strive to ensure that diversity is respected, that people feel accepted and valued, and live with dignity and security. We work with the community to support Manitoba children, families and individuals to achieve their fullest potential.

Mission Family Services and Housing supports citizens in need to achieve fuller participation in society and greater self-sufficiency and independence. We help keep children, families and communities safe and secure and promote healthy citizen development and well-being. Our mission is accomplished through: • provision of financial support; • provision of services and supports that assist individuals improve their attachment to the labour

market; • provision of supports and services for adults and children with disabilities; • provision of child protection and related services; • assistance to people facing family violence or family disruption; • provision of services and supports to promote the healthy development and well-being of children and

families; • assistance to Manitobans to access safe, appropriate and affordable housing; • fostering community capacity and engaging the broader community to participate in and contribute to

decision-making; and • respectful and appropriate delivery of programs and services.

Goals The Department of Family Services and Housing has established the following goals for its programs and services: • to reduce the depth, incidence and effects of low-income; • to increase participation in the labour market and community; • to increase the self-sufficiency, independence and inclusion in society for children and adults with a

disability; • to increase the safety and well-being of persons who are vulnerable or at-risk;

11

• to improve the healthy development of children, families and communities; • to increase the availability of safe, affordable and appropriate housing; • to improve the quality, efficiency and accessibility of the services provided by the department; and • to increase community capacity and opportunities for community involvement and input.

Guiding Principles The department’s work is guided by the following principles: • diversity is valued, individual difference is supported, respected and developed to encourage both

independence and interdependence; • opportunities are provided for equal access to valued outcomes, self-determination, meaningful

involvement and valued roles; and • community capacity exists to sustain and build upon achievements. OVERVIEW The Department of Family Services and Housing is organized into six divisions. The Administration and Finance division provides centralized financial; administrative; information systems; and policy and program planning and development support to the department. Three divisions, Employment, Income and Housing; Services for Persons with Disabilities; and Child and Family Services, focus on policy and program development, budgeting, setting standards, monitoring, quality assurance and evaluation. The Manitoba Housing and Renewal Corporation is responsible for enhancing the affordability and accessibility of adequate housing for Manitobans, especially those of low to moderate income and those with specialized needs. The Community Service Delivery Division is responsible for all of the integrated delivery of the department’s programs and services. The Human Resource Services Branch provides executive support to the Minister and Deputy Minister. In addition, two quasi-independent bodies report to the Minister of Family Services and Housing: the Social Services Appeal Board and the Disabilities Issues Office. It should be noted that the Disabilities Issues Office reports to the Minister in her capacity as Minister responsible for Persons with Disabilities. The department’s Organization Chart and maps that illustrate the regional service delivery structure follow this Overview. The statutory responsibilities of the Minister of Family Services and Housing are as follows: The Adoption Act; The Child and Family Services Act; The Child and Family Services Authorities Act; The Community Child Day Care Standards Act; The Elderly and Infirm Persons’ Housing Act; The Employment and Income Assistance Act; The Housing and Renewal Corporation Act; The Intercountry Adoption (Hague Convention) Act; The Parents Maintenance Act (Section 10); The Social Services Administration Act; The Social Services Appeal Board Act; and The Vulnerable Persons Living with a Mental Disability Act. The Employment and Income Assistance Act, The Social Services Administration Act, and The Housing and Renewal Corporation Act require the Minister to report annually to the Legislature. These reporting requirements for 2005/06 are met by this Annual Report.

12

* R

epor

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the

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apac

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s M

inis

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Fam

ily S

ervi

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aniz

atio

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hart

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ch 3

1, 2

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Family Services and Housing

Rural/Northern Regional Service Delivery Structure

(at March 31, 2006)

14

Family Services and Housing Winnipeg Regional Service Delivery Structure

(at March 31, 2006)

15

SUSTAINABLE DEVELOPMENT Under Section 12(1)(c) of The Sustainable Development Act, provincial departments are required to integrate into their annual reporting processes information about their progress made at incorporating sustainable development into their activities. Family Services and Housing recognizes that incorporating sustainable development principles and guidelines into departmental activities and planning cycles will be incremental over time. Notwithstanding, the department has made significant progress in developing and participating in more sustainable, environmentally-friendly work processes and activities. For example, the department has encouraged staff to participate in the annual Commuter Challenge. In the spring 2006 event, the department had the second highest number of participants of all provincial departments. In total, 87 departmental staff commuted a total distance of 8,528.9 kilometers. As a result of the green kilometers traveled, approximately 2,194 kilograms of greenhouse gases were not emitted into the atmosphere. The department continued to make progress on reducing fuel consumption and usage. By adopting fuel efficiency guidelines and an “Idle Free” approach, the Manitoba Developmental Centre’s fleet vehicle fuel consumption has been reduced by 21,191 litres over 2004/05 levels. The department has also made progress in reducing its annual consumption of utilities. Through the adoption of a utility efficiency program by the Manitoba Housing Authority (MHA), energy efficiency measures, such as high efficiency boilers, high performance windows and energy efficient lighting and insulation, have been incorporated into ongoing modernization and improvement activities at MHA housing projects. In addition, through the department’s Affordable housing Initiative (AHI), all new single-family homes being constructed are built to Manitoba Hydro Power Smart standards. The department continued to offer a homeowner and tenant training program in northern Manitoba that includes training on improving energy efficiency. In 2005/06, the MHA worked towards the reduction of utility costs by implementing energy efficiencies in conjunction with Capital Improvement and Major Repairs, such as roof replacements, boiler and ventilation upgrades. The MHA with the support of the Manitoba Housing and Renewal Corporation (MHRC) has plans to expand their ability to identify energy initiatives through the hiring of an Energy Manager. This position will liaise with Manitoba Hydro to take advantage of various programs such as Power Smart initiatives wherever possible and other organizations where there are other similar opportunities. Progress has also been made in the area of recycling. In 2005/06, the department implemented the Waste Stream Services recycling program in most of its buildings across the province, which included mini-bins for desk side refuse, desk side blue bins for non-confidential paper, and central bins for aluminium, plastic and non-confidential paper. This program endorsed the continued use of Government Records Boxes for destruction of confidential paper. There is a commitment to maintaining this program in the future and audits may be conducted to identify areas for improvement in recycling. The current program may be expanded by introducing additional materials to be collected and recycled, and by providing recycling educational opportunities.

16

In 2005/06 the Manitoba Developmental Centre’s award-winning Recycling Program collected and processed approximately 20.3 metric tonnes of recyclable materials. The MHA recycling program has been enhanced since 2004/05 and has implemented a successful recycling program for all tenants in Churchill by providing recycling containers and lids. In the City of Winnipeg, the MHA has had great success with this program in 2005/06. The Services for Persons with Disabilities Division continued to develop and enhance the Integrated Financial and Case Tracking (inFACT) computer system, an information management system that reduces the amount of paper used and the duplication of staff effort for three programs that provide services to persons with disabilities. In 2005/06, inFACT initiated new training techniques for staff using online tutorials, videos and televised conferencing. These new training methods reduced the amount of paper used for training binders and allowed the ability to provide timely and up-to-date information accessible to staff across the province diminishing the need to travel and reducing fuel consumption and usage. In keeping with The Sustainable Development Act, the department has also continued to purchase a variety of goods and services from Aboriginal organizations and suppliers. As part of the Aboriginal Justice Inquiry – Child Welfare Initiative, for example, the province continued to partner with the Manitoba Métis Federation, the Assembly of Manitoba Chiefs and the Manitoba Keewatinook Ininew Okimowin to deliver culturally appropriate services throughout the province through a restructured child welfare system. In the housing sector, similar activities were undertaken. Under the Northern Housing Strategy, the department and the MHRC continued to target northern communities to participate in the construction of energy efficient northern housing. As a strong proponent of sustainable development principles, the department remains committed to developing strategies and policies to facilitate the integration of sustainable development principles and guidelines into its ongoing activities.

17

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18

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19

4. C

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d ha

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crea

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by 2

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ving

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by $

80.2

m

illion

.

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pora

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adia

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ousi

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bser

ver 2

001.

MINISTER AND EXECUTIVE SUPPORT MINISTER AND EXECUTIVE SUPPORT MINISTER Objectives • To provide overall policy direction and central support services for the department. Responsibilities • Provides overall policy direction to the department pertaining to program and financial matters and

central support services for the provision and delivery of services by the department. 09-1A Minister

Expenditures by Sub-Appropriation

Actual

2005/06 $000

FTE

Estimate 2005/06

$000

Variance

Over/(Under)

Expl. No.

Total Salaries and Employee Benefits

29.7

1.00

29.4

0.3

EXECUTIVE SUPPORT Executive Support includes the offices of the Minister and the Deputy Minister. Objectives • To provide leadership to the department on program matters, policy development and resolution of

policy issues. • To advise the Minister on all policy and program matters related to departmental services. • To manage the activities of the department. Responsibilities • Interprets and implements government policy through the delivery of departmental programs. • Ensures effective and efficient management of departmental programs. • Safeguards the public interest through enforcement of legislation and regulations. • Ensures effective development and management of the department’s human resources.

20

09-1B Executive Support

Expenditures by Sub-Appropriation

Actual

2005/06 $000

FTE

Estimate 2005/06

$000

Variance

Over/(Under)

Expl. No.

Total Salaries and Employee Benefits

573.9

10.00

605.9

(32.0)

Total Other Expenditures

67.6

68.1

(0.5)

21

SOCIAL SERVICES APPEAL BOARD SOCIAL SERVICES APPEAL BOARD

Objectives • To ensure that Manitobans have access to a fair, impartial and informal appeal process for decisions

relating to the various social services and programs administered by the department. Responsibilities • Hears appeals for a range of programs and services, including various financial assistance programs,

licensing of child care facilities, programs for persons with disabilities, private adoption agencies and residential care facilities under the provisions of The Social Services Appeal Board Act.

• Convenes hearings throughout Manitoba within the time frame specified in the legislation and

provides a written decision within 15 working days of the hearing. • Acts in an advisory capacity to the Minister on matters of policy, changes in legislation, issues arising

out of hearings and other matters referred to the Board by the Minister. Reporting Requirements • Since the proclamation of The Social Services Appeal Board Act in February 2002, the appeal board

produces its annual report separate from the Department of Family Services and Housing's annual report. The Social Services Appeal Board's independent report includes:

- a brief history of the appeal board; - an overview of the legislation which grants the right to appeal; - financial information; - statistics of the appeal hearings filed during the fiscal year; - a description of the board's advisory responsibilities; and - samples of hearings which were conducted during the year.

The Social Services Appeal Board's Annual Report for the year 2005/06 can be obtained at the Board’s offices at 7th floor-175 Hargrave Street, Winnipeg MB R3C 3R8; telephone (204) 945-3003.

22

HUMAN RESOURCE SERVICES HUMAN RESOURCE SERVICES

Objectives • To provide the department with a comprehensive range of human resource services that support and

enable managers and employees in their efforts to deliver effective programs to Manitobans. • To encourage the effective use of human resources in achieving departmental objectives and to

ensure that the department is an efficient and supportive workplace. • To assist the department in managing and maximizing the availability and quality of human services. Responsibilities • Conducts recruitment, selection and payroll activities according to departmental needs and Civil

Service Commission policy. • Conducts position classification assessments and makes appropriate decisions and

recommendations to departmental management and the Treasury Board Secretariat. • Facilitates organizational design and development to meet the program objectives of the department. • Facilitates resolution of grievances, participates in arbitrations, assists managers in interpreting

collective agreements and related legislation, participates in contract negotiations and develops policies related to employee relations issues.

• Facilitates the identification and implementation of human resource programs, policies and

procedures relating to the current and future workforce renewal needs of the department including staff training and development.

• Assures the achievement of Employment Equity and Diversity goals through integration of

Employment Equity and Diversity considerations in staffing, retention and employee development activities, in partnership with management.

• Implements integration of human resource services of the departments of Health and Family Services

and Housing. 09-1D Human Resource Services

Expenditures by Sub-Appropriation

Actual

2005/06 $000

FTE

Estimate 2005/06

$000

Variance

Over/(Under)

Expl. No.

Total Salaries and Employee Benefits

1,341.2

24.50

1,369.0

(27.8)

Total Other Expenditures

108.4

111.5

(3.1)

23

Activities/Highlights in 2005/06 • Led the development of the Priority Staffing and Re-employment Guidelines, the “Home Position”

Determination Process, and the Secondment Determination Process. Continued to implement these processes in support of the Aboriginal Justice Inquiry – Child Welfare Initiative.

• Participated in the negotiation of the Manitoba Government Employees Collective Agreement with

the Manitoba Government and General Employees’ Union in the renewal of the master agreement with the province.

• Continued to participate in the negotiation of the Support Workers Collective Agreement with the

Canadian Union of Public Employees in the renewal of a contract with Winnipeg Child and Family Services.

• Continued work in developing a new classification series and point rating tool to enable fair and

consistent assessment of position functions in the new Integrated Service Delivery structure. • Conducted a classification review of the Rural and Northern Services Program Manager and the

Program Specialists in Service Delivery Support positions. • Developed and implemented an Exit Interview process throughout the department.

• Developed process guidelines for sick leave, long term disability and Workers Compensation Board

Claim management. • Continued work in leading a payroll systems review for the Manitoba Housing Authority to identify an

alternate system or upgrade to the current Automatic Data Processing system to meet Manitoba Housing Authority business requirements.

• Continued to be involved in integrating Diversity and Employment Equity policies and department-

specific practices in staffing, retention and development activities. Participated in career fairs and Diversity and Employment Equity events to further opportunities for target group members to enter the civil service.

• Continued the implementation of the “Diversity Within” program for Family Services and Housing

including Valuing Diversity/Duty to Accommodate workshops for managers/supervisors, Valuing Diversity workshops for frontline staff, and “Diversity Challenge,” an interactive quiz show format presentation in Brandon. The “Diversity: Building a Diverse Workforce” program has been developed as the next phase for the department. This program focuses on managers and human resource staff working together to identify strategies to increase representation within individual divisions and branches, targeting outreach activities, coordinating events to raise awareness of diversity and employment equity groups (e.g., interactive web quizzes and staff learning sessions) and continuing ongoing diversity training such as Valuing Diversity and Aboriginal Cultural Awareness.

• Participated in the development of the Human Resource Management Competency Based Skill

Development Curriculum which is a comprehensive training curriculum to develop Human Resource Management skills within the supervisor/manager groups in the Manitoba government. Four phases to the project have been identified and Phases One and Two have been completed.

• As Chair of the Departmental Training Committee, developed and implemented the 2005/06

Departmental Training Plan, conducted a needs assessment and continued work towards finalizing the 2006/07 Plan.

24

• As a member of the Departmental Renewal Committee, the Branch has been a key participant in the development and kick-off of the department’s Renewal Plan, taking a lead role in providing key demographic information to support committee work and implementing a number of the initiatives, particularly those related to diversity, training, development and succession planning.

• Continued as a member on the Winnipeg Regional Health Authority/Winnipeg Integrated Services –

Programs Management Committee for Community ACCESS Centres and Integrated Service Delivery Implementation Committee.

• Participated as a member on the Information Communication Technology Restructuring Human

Resource Working Group. • Participated in the delivery of the Departmental Orientation Program.

25

• ADMINISTRATION AND FINANCE DIVISION

ADMINISTRATION AND FINANCE DIVISION

Divisional Goals • To maintain an active comptrollership and administrative support function by ensuring that financial

and administrative policies, services and reporting systems are developed and administered effectively.

• To provide technical expertise in the development and maintenance of computer systems in support

of departmental and Healthy Child Manitoba Office programs and services. • To provide information and assistance contributing to effective policy development; and policy and

program planning within the department. • To improve the department’s accountability framework. Divisional Responsibilities • Provides centralized financial; administrative; information technology; and policy and program

planning and development support services to the department. This is accomplished through the division’s four branches:

- Financial and Administrative Services - Information Technology - Policy and Planning - Agency Accountability and Support Unit

The division is also responsible for coordinating the implementation of Integrated Service Delivery (ISD). The goal of ISD is to reduce service fragmentation and to provide citizens with improved access to coordinated services. As part of ISD, the department continues to deliver the majority of its services through one division - Community Service Delivery.

Through Winnipeg Integrated Services (WIS), the department continues to work collaboratively with the department of Health and the Winnipeg Regional Health Authority to integrate social services and health services, including primary care, at the community level. With its partners, the department continues to develop community access centres that will provide integrated health and social services within the community. Two centres have been opened to date, including ACCESS River East and ACCESS Transcona. ACCESS Inkster is also planned for development, in partnership with the Nor’West Community Health Centre. FINANCIAL AND ADMINISTRATIVE SERVICES Objectives • To maintain an active comptrollership function, by ensuring that financial and administrative policies,

services and reporting systems are developed, maintained and effectively administered to meet the needs of the department in the financial control, accountability, reporting and the safeguarding and protection of financial and physical assets.

• To provide central financial management services in accordance with governing legislation and

established financial administration policies and procedures.

26

• To provide a broad range of operational and administrative support services to the operating divisions.

Responsibilities • Plans, organizes and evaluates departmental financial administration and management activities

comprising comprehensive budget Estimates planning and support services, financial forecasting and reporting, disbursements and revenue accounting, appropriation control and provision of functional direction on financial and administrative policies and operational procedures and practices to divisional staff.

• Manages the French Language Services policies throughout the department and for a number of

outside agencies that deliver services on the department’s behalf. • Coordinates the implementation of Integrated Service Delivery. 09-1F Financial and Administrative Services

Expenditures by Sub-Appropriation

Actual 2005/06

$000

FTE

Estimate 2005/06

$000

Variance

Over/(Under)

Expl. No.

Total Salaries and Employee Benefits 1,591.0 31.00 1,772.0 (181.0)

Total Other Expenditures 399.0 400.3 (1.3)

Activities/Highlights in 2005/06 • Provided ongoing management reporting regarding the department's fiscal status, to executive

management and central government. • Provided ongoing identification and monitoring of emerging financial and program management

issues and monitoring to ensure that control and accountability systems are in place. • Provided ongoing coordination of the department's annual Estimates exercise, including the

production of the Supplementary Information for Legislative Review and the provision of Estimates briefing material.

• Provided ongoing review of the department's financial and administrative control systems and

controllership activities. • Continued implementation of changes and refinements as part of the Integrated Service Delivery

initiative. • Coordinated French Language Services both within the department and including a number of

external agencies which deliver services on behalf of the department. This includes working with the Advisory Committee on French Language Social Services.

• Provided administrative support to the Vulnerable Persons' Hearing Panel, including the coordination,

attendance, and scheduling of hearings.

27

INFORMATION TECHNOLOGY Objectives • To provide information technology leadership and expertise, consulting services and solutions to the

department and related clients to promote efficient use of information in support of the department’s business strategy and goals.

• To provide strategic and tactical information technology planning, information systems analysis,

design, implementation and ongoing support to the users of existing systems. Responsibilities • Plans long-term information systems strategies, facilitates the annual departmental information

technology plan and develops detailed project plans in support of new initiatives. • Develops information systems in support of departmental programs and assists in the development of

necessary training material. • Reviews and revises systems development standards, procedures and policies in support of the

strategic information technology direction of government. • Assists divisions and branches in designing effective technical solutions to meet their business

needs. • Ensures the security of departmental information technology assets and continuity of services. • Refines the manner in which the department manages and utilizes information technology. • Manages the outsourcing of certain departmental information technology resources including

hardware, software and local/wide area network support. 09-1G Information Technology

Expenditures by Sub-Appropriation

Actual

2005/06 $000

FTE

Estimate 2005/06 $000

Variance Over/(Under)

Expl. No.

Total Salaries and Employee Benefits 2,721.1 38.00 2,694.6 26.5

Total Other Expenditures 1,605.3

1,676.8 (71.5)

Activities/Highlights in 2005/06 • Continued management of outsourcing agreements for technical and operational support for the

department's desktop infrastructure and Child and Family Services' database servers, allowing the Information Technology (IT) Branch to focus on the department's strategic information technology priorities.

28

• Participated in the development and ongoing implementation of the Government of Manitoba’s Information and Communication Technology (ICT) Restructuring Initiative which involves the transfer of “hands-on” technical responsibilities and resources to a Centralized Shared Services unit within the department of Energy, Science and Technology.

• Provided ongoing maintenance and enhancements to the Social Allowances Management

Information Network (SAMIN), Child and Family Services Information System (CFSIS), and Child Care systems, plus 40 other custom software applications.

• Implemented the Unified Referral Intake System (URIS) which is used to track registration and

invoicing of services provided to children in schools with special health needs. • Implemented the third release of the department’s strategic integrated case management platform

(Integrated Financial and Case Tracking (inFACT)). Future releases will continue to replace additional obsolete legacy applications while providing support for integrated service delivery.

• Continued working closely with the Winnipeg Regional Health Authority on planning for IT supports

for future ACCESS centres. • IT Director presented with a Computerworld Honors Award in April 2005 for the department's work

with the Child Welfare Intake System and its leveraging of the Secure Internet Services (SIS) portal. POLICY AND PLANNING Objectives • To provide leadership, coordination and support on policy issues that impact the department and the

delivery of social services to Manitobans. • To lead intergovernmental and interdepartmental activities involving the department. Responsibilities • Undertakes strategic planning, social policy research and analysis, policy development and

coordination; conducts program and data review and analysis and program evaluation; provides corporate support to executive and divisional management; provides support for legislative debate and Estimates review; undertakes interprovincial comparisons and prepares policy papers.

• Represents the department in intergovernmental, interdepartmental and inter-sectoral discussions

related to a broad range of social issues. • Coordinates the department’s policy development, staff training, and responses to requests for

access to information under The Freedom of Information and Protection of Privacy Act and The Personal Health Information Act.

29

09-1E Policy and Planning

Expenditures by Sub-Appropriation

Actual

2005/06 $000

FTE

Estimate 2005/06

$000

Variance

Over/(Under)

Expl. No.

Total Salaries and Employee Benefits 1,077.9

17.00 1,102.1 (24.2)

Total Other Expenditures 167.8 138.1 29.7

Activities/Highlights in 2005/06 • Provided analysis of existing and emerging policy and program-related social services issues, trends

and research in support of departmental and divisional strategic and program planning and policy development.

• Provided support and participated in the preparation of legislation and regulations related to new

policy initiatives or amendments. • Coordinated program evaluations and reviews. • Coordinated departmental strategic planning and performance management activities, including

development and implementation of a strategic management system. • Participated on working groups examining policy issues surrounding the development of an integrated

service delivery system. • Participated on a number of intra- and interdepartmental committees. • Represented the department on federal/provincial/territorial (F/P/T) working groups including the

National Child Benefit, Early Childhood Development, Early Learning and Child Care, Benefits and Services for Persons with Disabilities, Family/Informal Caregiving, Senior Housing Officials and the Support Committee of Officials responsible for providing support to F/P/T Ministers and Deputy Ministers of Social Services.

• Provided support for executive correspondence, legislative debate and Estimates review. • Coordinated timely and accurate departmental responses to requests for access to information

consistent with the requirements of The Freedom of Information and Protection of Privacy Act and The Personal Health Information Act.

• Provided project management and support for the development and implementation of new and/or

cross-divisional policy initiatives. • Developed and coordinated the department’s Annual Report.

30

AGENCY ACCOUNTABILITY AND SUPPORT UNIT Objectives • To ensure that agencies which receive funding from the department are operating under a clear and

effective accountability framework, including regular and useful financial reporting. • To build the capacity of the department to effectively monitor agency financial performance, and to

take corrective action when necessary. • To support agency and board development by providing advice and assistance on agency operations

and financial management. • To mitigate the administrative burden on agencies by coordinating departmental requirements with

the requirements of other Manitoba Government departments and agencies, as well as with other jurisdictions.

Responsibilities • Leads negotiations of Service Purchase Agreements. • Develops and enhances Financial Reporting Requirements. • Monitors agency compliance with Financial Reporting Requirements. • Examines financial performance of agencies and investigates areas of concern. • Develops the capacity of the department to link financial performance and program performance of

agencies. • Develops the capacity of agencies to meet Service Purchase Agreement terms and conditions,

including Financial Reporting Requirements. 09-1I Agency Accountability and Support Unit

Expenditures by Sub-Appropriation

Actual

2005/06 $000

FTE

Estimate 2005/06

$000

Variance

Over/(Under)

Expl. No.

Total Salaries and Employee Benefits 359.6

6.00 400.4 (40.8)

Total Other Expenditures 48.2 50.0 (1.8)

31

Activities/Highlights in 2005/06 • Concluded Service Purchase Agreements with 98 per cent of identified external service providers. • Developed a staff guide for negotiating Service Purchase Agreements, a consistent process for

negotiating, approving and processing Service Purchase Agreements and an electronic distribution system to ensure appropriate staff have desktop access to Service Purchase Agreements. Created a standard Service Purchase Agreements template for non-profit and for-profit service providers.

• Began incorporating transportation agreements as schedules in existing Service Purchase

Agreements. • Developed a for-profit surplus and deficit policy. • Reviewed and revised all schedules for adult services. • Created new, streamlined and Generally Accepted Accounting Principles (GAAP)-consistent Agency

Reporting Requirements: renamed as the Financial Reporting Requirements. Developed screening tools and instituted tracking and follow-up on compliance with Financial Reporting Requirements.

32

DISABILITIES ISSUES OFFICE DISABILITIES ISSUES OFFICE

The Disabilities Issues Office was established in December 2002 in response to Full Citizenship: A Manitoba Provincial Strategy on Disability. The office reports directly to the Minister responsible for Persons with Disabilities. Objectives • To act as a centralized resource for all government departments to assist and coordinate initiatives

that have implications for persons with disabilities. • To support communication between the disability community and government regarding disability

policy and program issues. Responsibilities • Provides coordination across departments to ensure a consistent approach to disability policies. • Acts as a central resource to assist with the development and review of initiatives for persons with

disabilities. • Facilitates round table discussions with the disability community and government on various disability

issues and develops a reporting process to identify priority disability issues for consideration. •

•

Informs provincial departments, crown corporations and related agencies about the needs and concerns of Manitobans with disabilities.

Liaises with other jurisdictions across Canada on disability issues.

09-1H Disabilities Issues Office

Expenditures by Sub-Appropriation

Actual

2005/06 $000

FTE

Estimate 2005/06

$000

Variance

Over/(Under)

Expl. No.

Total Salaries and Employee Benefits

258.1

4.00

263.3

(5.2)

Total Other Expenditures

86.9

87.1

(0.2)

Activities/Highlights in 2005/06 • Undertook a consultation with persons with disabilities consisting of Town Hall Forums in Winnipeg,

Brandon, Dauphin, Winkler/Morden, Thompson, Norway House and The Pas to identify priority issues of concern to the disability community.

• Worked with the First Nations disABILITY Association of Manitoba Inc. to sponsor a Sharing Circle on

Disability Issues which allowed Aboriginal people with disabilities an opportunity to present their ideas for changing policy to better meet their needs.

33

• Sponsored the 2006 Round Table on Disabilities Supports which saw 65 participants come together to discuss personal and equipment supports, as well as supports required during life transitions. The Round Table generated suggestions for change to better meet the needs of Manitobans with disabilities.

• Worked with an Assistant Deputy Ministers Committee on Disability Issues to coordinate initiatives

affecting people with disabilities and to monitor progress in fulfilling Full Citizenship: A Manitoba Provincial Strategy on Disability.

• Coordinated and participated in a number of interdepartmental committees to improve opportunities

for employment, physical access to government facilities and housing, parenting supports, and personal safety of persons with disabilities.

•

•

Worked with federal and First Nations governments to achieve greater fairness in the delivery of disability services.

Launched a website which will be an important communication tool with the public.

The Disabilities Issues Office produces a separate, more comprehensive annual report. The Annual Report for 2005/06 can be obtained from the Disabilities Issues Office at 630 - 240 Graham Avenue, Winnipeg MB R3C 0J7; telephone (204) 945-5351 or TTY (204) 948-2901.

34

EMPLOYMENT, INCOME AND HOUSING DIVISION EMPLOYMENT, INCOME AND HOUSING DIVISION

Divisional Goals • To enhance the affordability and choice of adequate housing for Manitobans, particularly those of low

to moderate incomes and those with special needs. • To help Manitobans in regaining their independence by supporting their transition from income

assistance to employment. • To ensure that no Manitoban lacks the goods and services essential to health and well-being, by

providing income assistance to Manitobans in need. Divisional Responsibilities • Provides policy coordination, direction and support for the department’s employment support,

financial assistance and housing programs. • Provides employability assessments, personal job planning, work incentives and other supports to

assist Manitobans to enter or re-enter and remain in the labour market. • Provides income assistance to persons in need. • Provides essential drug, dental and optical services and support to Employment and Income

Assistance participants and children in care. • Provides financial supplements to low-income persons 55 years of age and over and to low-income

families with children. • Provides links to training and employment opportunities, support for child care services for active job

searchers, job readiness assessments, and partnerships with agencies helping people on income assistance reduce dependence on government programs.

• Provides operational assistance to support not-for-profit housing and the delivery of housing grant

and subsidy payments to low-income renters under shelter assistance programs. • Provides coordination and support services to the Manitoba Housing Authority, the Affordable

Housing Initiative, and the Winnipeg Housing and Homelessness Initiative. STRATEGIC INITIATIVES AND PROGRAM SUPPORT Objectives • To provide executive direction, management, coordination and support for the programs and services

delivered and administered under the Employment, Income and Housing Division. Responsibilities • Provides policy and program direction to develop, manage and deliver the Employment, Income and

Housing programs and services.

35

• Provides program analysis and overpayment recovery for Employment, Income and Housing

programs. 09-2A Strategic Initiatives and Program Support

Expenditures by Sub-Appropriation

Actual

2005/06 $000

FTE

Estimate 2005/06

$000

Variance

Over/(Under)

Expl. No.

Total Salaries and Employee Benefits 358.7 6.00 393.4 (34.7)

Total Other Expenditures 64.6 66.7 (2.1)

Activities/Highlights in 2005/06 • Ensured effective direction was provided to the division, the Manitoba Housing and Renewal

Corporation (MHRC) and the Manitoba Housing Authority (MHA). • Assisted in the ongoing development of services which are consistent with the policy and program

objectives of the division and the department. • Coordinated Integrated Service Delivery activities related to housing programs and services, and to

the provision of information regarding housing-related programs through community access offices. CORPORATE SERVICES Objectives • To ensure the corporate comptrollership function is appropriately maintained to meet the needs of the

division, the MHRC and the MHA for financial control, accountability, reporting and the safeguarding and protection of financial and physical assets.

• To provide comprehensive central support services to corporate operations and branches including

direction and support in financial planning, financial evaluations and protection of corporate assets, reporting control policies, process and procedures.

• To provide direction and planning for subdivision development and marketing. Responsibilities • Plans, organizes and evaluates corporate accounting and financial management activities including

financial reporting, expenditure and revenue processing and appropriation control, cost-shared reporting and claiming.

• Establishes and provides direction on corporate financial management policies, procedures and

practices. • Advises executive management regarding emerging financial and program management issues.

36

• Coordinates and supports the development of the corporate estimates in support of the division, the

MHRC and the MHA. • Coordinates, monitors and reports on the corporate entities which include the MHRC, the MHA and

sponsor and private non-profit groups. • Administers the loan and mortgage portfolio. • Supports management through the provision of analytical, consultative and evaluative advice on new

departmental and corporate programs, financial proposals and ongoing operations. Activities/Highlights in 2005/06

Mobile Home Loan Guarantee Program

The Mobile Home Loan Guarantee Program guaranteed loans made by approved lenders for the purchase of mobile homes. These guarantees allowed the lender to provide the loan at a lower interest rate and for a longer term, resulting in lower monthly payments by the borrower. This program terminated March 31, 1997.

The following table provides program information for the past three years including outstanding guarantees as at March 31, 2006.

Fiscal Year

Outstanding Guarantees

Total Units

Amount $000

2003/04 2004/05 2005/06

38 30 26

878.0 637.4 513.6

37

09-2C Transfer Payments to MHRC

Expenditures by Sub-Appropriation

Actual

2005/06 $000

FTE

Estimate* 2005/06

$000

Variance

Over/(Under)

Expl. No.

Transfer Payments to MHRC 35,047.6 35,047.6 0.0

Valuation Allowance Adjustment (1,638.3) -- (1,638.3) 1

Transfer Payments to MHRC 33,409.3 35,047.6 (1,638.3)

Financial Assistance 2,557.9 5,800.0* (3,242.1) 2

Total MHRC 35,967.2 40,847.6 (4,880.4)

* The 2005/06 Estimate reflects amounts as displayed in the printed Main Estimates on behalf of the Department of

Family Services and Housing, as well as allocations from the Enabling Appropriations for increased program funding for the MSB Program - $3,000.0.

1. It is the Province of Manitoba’s accounting policy to record the deficit/surplus of Crown organizations

as an expenditure of the Province of Manitoba in the year in which they were incurred. The expenditure is recorded as a valuation allowance against advances owed to the province by the organization. The valuation allowance adjustment applied to MHRC Transfer Payments in 2005/06 is in the amount of ($1,638.3).

2. An under expenditure of ($242.1) resulted from a lower than projected recipient base combined with a

reduction in average benefits for qualified recipients for both the Shelter Allowances for Elderly Renters (SAFER) and the Shelter Allowances for Family Renters (SAFFR) programs.

In addition, the implementation of the Manitoba Shelter Benefit (MSB) program was deferred until 2006/07, resulting in an under expenditure of ($3,000.0).

Portfolio Administration Administers and monitors operating agreements with non-profit owned and/or managed housing projects. The area is also responsible for approximately 19,000 social housing units under non-profit, cooperative and urban native programs, and approximately 1,650 units developed under the Rural and Native Housing Program.

38

EMPLOYMENT AND INCOME ASSISTANCE PROGRAMS Objectives • To provide effective leadership, direction, fiscal management and support to ensure the delivery of

the Income Assistance programs, Building Independence projects and Income Supplement programs is in accordance with the relevant legislation and government policy.

• To develop and implement initiatives for Employment and Income Assistance (EIA) participants to

assist Manitobans in regaining their financial independence from income assistance by making the transition to work.

The branch consists of the following areas: • Finance and Administration – Responsible for program budgeting and caseload statistics for the EIA

Programs (EIA, Health Services, 55 PLUS and the Child Related Income Support Program), and administrative support for the EIA Programs Branch.

• Policy and Program Development – Responsible for the development, maintenance and interpretation

of legislation for the EIA programs; policy and program development; new initiatives and public communications, such as program brochures, fact sheets and the EIA policy manual.

• Support Services and Employment Development – Responsible for program standards and quality

assurance; negotiation of contracts with associations providing health, employment and other services to EIA participants; information technology; and training and employment initiatives under the Building Independence strategy.

Responsibilities Employment and Income Assistance (EIA)

• The major objectives of the EIA program are: - to assist Manitobans in regaining their financial independence by helping them to make the

transition from income assistance to work; and - to provide income assistance to Manitobans in need.

• Financial assistance is provided to persons in need who are eligible for assistance under The EIA Act, including single parents, aged persons, persons requiring the protection of a crisis intervention facility, and children whose parents are unable to support them, as well as non-disabled single persons, childless couples and two-parent families. Eligibility may also be granted under special case consideration at the discretion of the Minister. The EIA Act also provides eligibility for assistance to persons with disabilities who are in need. Information on these participants is reported under the department’s Services for Persons with Disabilities Division.

• Eligibility for assistance is also determined by a needs test, in which the amount of a household’s

financial resources is compared to the total costs of its basic necessities as defined in The EIA Act and Regulations. Certain items and income are not included in the calculation of financial resources.

• EIA provides employability assessments, personal job planning, work incentives and other

supports to assist Manitobans in entering, re-entering or remaining in the labour force.

39

• EIA provided assistance to an average monthly caseload of 14,853 in 2005/06, a decrease of 5.3 per cent from the previous year.

• During 2005/06, 13.1 per cent of the income assistance caseload made use of the work incentive

provisions of the program. Employment and Income Assistance Average Monthly Number of Cases and Participants by Category 2003/04 to 2005/06

2003/04 2004/05* 2005/06 Category Cases Participants Cases Participants Cases Participants Children 74 99 65 91 58 80Single Parents 9,246 27,699 9,306 28,082 9,024 27,496Aged 140 193 125 173 110 160Crisis Facility Cases 55 132 60 141 52 118General Assistance* 5,199 9,130 6,081 10,946 5,582 10,046Special Cases 36 45 40 52 27 33 Total 14,750 37,298 15,677 39,485 14,853 37,933

∗ The provincial EIA program assumed responsibility for Municipal Assistance in rural and northern Manitoba as of

June 2004. Individuals who received Municipal Assistance in April and May 2004 are included in the EIA general assistance category.

Employment and Income Assistance Expenditures by Category ($000) 2003/04 to 2005/06 Category 2003/04

2004/05* 2005/06

Children $285.9 $265.7 $242.3Single Parents 99,337.8 103,128.4 101,660.7Aged 654.0 648.3 641.4Crisis Facility Cases 498.9 396.2 411.9General Assistance* 33,617.6 40,308.5 37,432.4Special Cases 1,463.2 1,494.0 1,050.4Other 472.6 (23.8) 1,589.9Total $136,330.0 $146,217.3 $143,029.0

∗ The provincial EIA program assumed responsibility for Municipal Assistance in rural and northern Manitoba as of

June 2004. Expenditures for individuals who received Municipal Assistance in April and May 2004 are included in the EIA general assistance category.

40

Employment and Income Assistance Employment Income 2003/04 to 2005/06 2003/04

2004/05 2005/06

Average Monthly Number of Participants Reporting Employment Income

Single Parents 1,342 1,246 1,179General Assistance 591 799 760 Total 1,933 2,045 1,939

Employment and Income Assistance Percentage of Cases on Work Incentive Program 2003/04 to 2005/06

2003/04

2004/05 2005/06 Single Parents

14.0%

13.4%

13.1%

General Assistance 11.0% 13.1% 13.6% Total Caseload 13.4% 13.0% 13.1%

41

Municipal Assistance

• The provincial EIA program assumed responsibility for Municipal Assistance on June 1, 2004. Prior to that time, Municipal Assistance was administered by municipalities outside the City of Winnipeg, in accordance with The EIA Act and The Municipal Act. Municipal Assistance was provided to persons who were not eligible for assistance from EIA, i.e., non-disabled single persons, childless couples and two-parent families. The EIA Programs Branch administered the cost-sharing of municipal assistance provided by municipalities, and provided interpretation and support to municipalities in their delivery of municipal assistance. Municipalities will continue to contribute to the cost of providing income assistance through an annual financial contribution, and the identification and promotion of employment opportunities in their communities.

Municipal Assistance Cases and Provincial Share of Expenditures 2003/04 to 2005/06 2003/04

2004/05* 2005/06

Average Monthly Number of Cases 1,150 0 0 Average Monthly Number of Participants 1,941 0 0 Provincial Share of Expenditures ($000) Financial Assistance

$4,621.2

$0.0

$0.0

Welfare Services 319.4 0.0 0.0 Total $4,940.6 $0.0 $0.0

∗ The provincial EIA program assumed responsibility for Municipal Assistance in rural and northern Manitoba as of

June 2004. Individuals who received Municipal Assistance in April and May 2004 are reported under the EIA general assistance category.

42

Health Services

• The Health Services Program provides essential drug, dental and optical services and support to EIA participants and children in care.

• Supplies and services are generally provided in accordance with approved fee schedules

negotiated with professional health organizations. These agreements specify the types of goods and services provided, eligibility criteria, level of payment and related billing procedures.

• Health Services provided benefits to an average monthly caseload of 17,216 in 2005/06. Of

these cases, 6,012 (34.9 per cent) were children in care. Health Services Caseload and Expenditures* 2003/04 to 2005/06 2003/04

2004/05 2005/06

Average Monthly Number of Cases 17,062 17,627 17,216 Average Monthly Number of Participants 34,906 35,645 34,439 Expenditures ($000) Dental

$2,361.3

$2,514.4

$2,688.7

Drugs 7,304.4 7,613.0 7,684.5Optical 332.1 311.1 374.1 Total $9,997.8 $10,438.5 $10,747.3

* Includes children in care but excludes EIA participants with a disability. Information on Health Services provided

to persons with disabilities is reported under the department’s Services for Persons with Disabilities Division.

43

Income Supplement Programs

• The EIA Programs Branch administers two Income Supplement Programs for low-income Manitobans who are not in receipt of income assistance. 55 PLUS - A Manitoba Income Supplement provides quarterly supplements to low-income persons 55 years of age and over. The Child Related Income Support Program (CRISP) provides monthly supplements to low-income families with children.

55 PLUS – A Manitoba Income Supplement

The 55 PLUS program has two components. The Senior Component is for persons who are eligible to receive certain levels of benefits under the federal Old Age Security programs. The Junior Component is for low-income persons 55 years of age and over who are not eligible for federal Old Age Security benefits. Eligibility for the Senior Component is determined from a person’s application for the federal Guaranteed Income Supplement. An annual application is necessary for the Junior Component.

During 2005/06, 55 PLUS benefits were provided to an average of 11,641 individuals per quarter. The majority (68.3 per cent) of these participants were single.

55 PLUS – A Manitoba Income Supplement Caseload and Expenditures 2003/04 to 2005/06 2003/04

2004/05 2005/06

Average Quarterly Number of Participants Senior Component Single* 7,368 7,029 6,763Married** 2,852 2,747 2,732Total 10,220 9,776 9,495

Junior Component Single* 1,354 1,254 1,182Married** 1,167 1,113 964Total 2,521 2,367 2,146

Program Total 12,741 12,143 11,641 Total Expenditures ($000) Senior Component $3,681.2 $3,526.5 $3,422.2Junior Component 1,151.7 1,090.6 991.7Total $4,832.9 $4,617.1 $4,413.9

* Single participants include those who have never been married, as well as those who are no longer married (i.e., widowed, divorced, or separated).

** For married participants, in some cases both members of a couple receive 55 PLUS and in other cases only one spouse is a participant.

44

Child Related Income Support Program (CRISP)

CRISP provides benefits to low-income Manitoba families whose total family income is within specified levels, and whose net family assets are $200,000 or less. Benefits are determined by total family income from the previous tax year, although estimated income for the current tax year may be used when there has been a significant change in the applicant’s situation. A new application is required for each benefit year, which runs from July 1 to June 30.

During 2005/06, CRISP benefits were provided to an average of 993 families per month, representing 2,261 children. Of these families, 57.7 per cent were headed by single parents.

Child Related Income Support Program (CRISP) Caseload and Expenditures 2003/04 to 2005/06 2003/04

2004/05 2005/06

Average Monthly Number of Cases Single-Parent Family 687 624 573Two-Parent Family 466 469 420Total 1,153 1,093 993 Average Monthly Number of Children 2,558 2,477 2,261 Total Expenditures ($000) $919.8 $839.1 $771.8

45

Building Independence • Building Independence supports partnerships that promote job opportunities for EIA

participants. It also supports projects that enhance the skills and employability of specific target groups.

• Building Independence initiatives are designed to:

- reduce barriers to employment by providing tools, such as child care and voice mail services;

- provide job readiness assessments; - provide links to training and employment; and - support agencies to work in partnership with the EIA Program.

Building Independence Number of Participants 2003/04 to 2005/06 Program

2003/04

2004/05 2005/06

Employment Partnerships Opportunities for Employment 315 269 242 School Crossing Guard 8 8 3 Wage Subsidy Education, Training and Youth1 78 64 45

Rural Jobs Project 13 5 7 Employment Enhancement Community Home Services Program 336 242 256 Northern Affairs Project (positions) 6 21 19 Job Centre, EIA Intake (referrals) 4,726 3,868 3,790 Connect 2 Voice Mail2 1,000 900 1,060 Individual Development Accounts (IDA)3

• EIA participants 18 16 47 • Non-EIA participants - - 122 • Total - - 169

North End CRC – Planning Alternative Tomorrows with Hope (P.A.T.H.) Centre

104

71

79

1 Information supplied by the Department of Advanced Education and Training. 2 Includes income assistance participants and low-income individuals. 3 Effective April 2005, Family Services and Housing assumed responsibility for administration of the IDA program for

both EIA and Non-EIA participants.

46

09-2B Employment and Income Assistance Programs

Expenditures by Sub-Appropriation

Actual

2005/06 $000

FTE

Estimate 2005/06

$000

Variance

Over/(Under)

Expl. No.

Salaries and Employee Benefits 1,146.4 19.00 1,182.8 (36.4)

Other Expenditures 1,672.0 1,707.6 (35.6)

Employment and Income Assistance 143,029.0

145,937.6 (2,908.6)

1

Health Services 10,747.3 11,430.2 (682.9) 2

Income Supplements 5,185.7 5,497.1 (311.4)

Building Independence 2,065.6 2,976.9 (911.3) 3

1. The variance was primarily due to a decrease in the caseload. 2. The variance was primarily due to a decrease in the cost per prescription in the Drug Program and a

decrease in the caseload. 3. The variance was primarily due to project start-up not proceeding and lower wage subsidy recoveries. Activities/Highlights in 2005/06 • There were three increases to the income assistance rates in 2005/06:

- In April 2005, there was a two per cent increase in the rates for board and room for participants requiring care and supervision or living in a residential care facility, including the per diems paid to agencies that provide residential services, which are based on these rates.

- In April 2005, the mileage rates increased by 7 cents per kilometer for participants who are required to use a vehicle to attend medical appointments or educational or training programs.

- In February 2006, the Northern Energy Cost Benefit was introduced for participants living in northern and remote areas of Manitoba, which increased the monthly basic benefits by $25 per household. The benefit will assist with the increase in the cost of basic necessities resulting from rising energy costs, such as the increased cost of transporting these goods to northern and remote communities.

• In addition, the total income available to EIA participants has increased indirectly by exempting other

sources of income from consideration as financial resources when determining eligibility and level of benefits. In 2005/06, the EIA Regulation was amended to exempt the following resources:

- payments received as compensation for abuse at a residential school; and

- asset building accounts, such as Registered Education Savings Plans (RESPs) and Individual

Development Accounts, which allow EIA participants to save towards a specific goal, such as their children’s education, a first home or business capital, without their benefits being affected.

47

THE MANITOBA HOUSING AUTHORITY (MHA) Objectives • To provide quality affordable housing options to low-income seniors, single persons, families and

persons with special housing needs, including crisis shelters for victims of family violence, who could not otherwise afford adequate housing in the private rental market for less than 30 per cent of their total household income.

Responsibilities • As an agency of the MHRC, functions as the property management agency for approximately 13,100

units in the provincial public housing portfolio and ten crisis shelters for victims of domestic violence. • Provides a safe and secure living environment for seniors, individuals and families at affordable rental

rates geared to the income of the tenants. • Fosters and supports tenants associations to enable tenants to be involved in assisting the housing

authority to meet its goals in ensuring the success and sustainability of social housing programs.

48

Activities/Highlights in 2005/06 Following is a list of communities where Modernization and Improvement work was undertaken in 2005/06.

Modernization and Improvement

Community Actual $

Community Actual $

Community Actual $

Alonsa Altona Angusville Arborg Ashern Balmoral Beausejour Benito Binscarth Birch River Birds Hill Birtle Boissevain Bowsman Brandon Carman Cartwright Churchill Clearwater Dauphin Dominion City East Selkirk Emerson Eriksdale Ethelbert Fannystelle Fisher Branch Flin Flon Foxwarren Fraserwood Garson Gilbert Plains Gillam Gimli Glenboro Glenella Grand Marais Grandview

868 3,557

380 22,601 12,974

1,401 3,780

13,719 1,882

25,853 2,907 4,015 1,824

10,537 167,969 504,255

7,704 180,366

207 83,890

447 1,926 8,134 4,450 4,895

520 2,436

256,088 380

5,247 3,625 3,488

83 1,986

27,954 410

7,485 24,554

Gretna Grunthal Hamiota Haywood Hodgson Inglis Inwood Kelwood Killarney Komarno Lac du Bonnet LaSalle Laurier Leaf Rapids Letellier Manitou McAuley McCreary Minitonas Minnedosa Moosehorn Morden Morris Neepawa Niverville Notre Dame Oak Lake Oakville Onanole Pilot Mound Pine River Plum Coulee Plumas Poplarfield Portage la Prairie Riding Mountain Rivers Riverton

503 4,259

306 2,397 1,251

633 1,834

463 525

8,724 3,308 5,305

463 43

224 518 127

33,855 7,284

289 19,257

2,403 16,219 11,849

3,300 6,554

150,413 3,184 3,457

311 4,123 5,052 7,812 2,661

136,416 6,830 2,141

27,407

Roblin Rorketon Rosenfeld Rossburn Russell Selkirk Sidney Sifton Somerset Souris Sponsors Sprague St. Adolphe St. Claude St. Eustache St. Laurent St. Lazare St. Leon Ste. Anne Ste. Rose du Lac Stonewall Strathclair Swan River Teulon The Pas Thompson Treherne Tyndall Virden Vista Vita Westbourne Whitemouth Willowdale Winkler Winnipeg Winnipeg Beach Winnipegosis

2,741 370

2,037 21,819

6,157 176,668

105 2,537 1,141

30,504 652,425

5,800 2,087

621 2,708 1,653 4,547

363 3,044

417 9,874 1,873

84,540 2,930

15,522 29,676

259 3,343 7,140

63 11,540

2,228 37

2,844 7,706

3,153,417 2,087

22,588

Total M & I

$6,161,908

49

EMPLOYMENT, INCOME AND HOUSING DIVISION

THE MANITOBA HOUSING AND RENEWAL CORPORATION (MHRC)

Objectives • To enhance the affordability of, and accessibility to, adequate housing for Manitobans, particularly

those of low to moderate incomes or those with specialized needs. • To maintain and improve the condition of existing housing stock. • To stimulate and influence the activities of the housing market to the benefit of Manitobans as a

whole. Responsibilities • As a crown corporation, operates pursuant to The Housing and Renewal Corporation Act and is

governed by a board of directors under the provisions of the Act, with policy direction provided by government.

• Operates as the delivery arm for federal/provincial cost-shared social housing programs and other

capital programming provided by the province. • As an approved lender under the federal National Housing Act, issues mortgages and loans and

holds assets. • Owns all assets but is financially dependent upon government, receiving an annual transfer payment

basically equal to the difference between MHRC’s revenues and its expenses less federal recoveries from the Canada Mortgage and Housing Corporation (CMHC). As part of the government’s annual Estimates process, these dollars are voted by the Legislature to the department which, in turn, “transfers” funds to the MHRC as required. (See Appendix for MHRC Financial Statements)

• Provides subsidies for approximately 35,500 housing units developed under various federal/provincial

housing programs. Approximately 13,100 housing units are managed by the Manitoba Housing Authority (MHA), an agent of the MHRC. The remaining housing units are managed by sponsor and non-profit groups.

• Provides strategic planning and the development of new housing policy, programs, initiatives and

corresponding legislation and regulations; program systems support and development; standards development and quality assurance; program analysis and evaluation; and issue management.

• Coordinates the MHRC’s planning activities and provides ongoing housing program development and

policy analysis related to program support. • Examines new building technologies to assess their feasibility for Manitoba home construction. • Monitors compliance with operating agreement provisions and promotes efficient management of

projects in accordance with program objectives, and recommends changes to agreements to enhance operation of programs and projects.

50

• Performs operational audits of non-profit or cooperative housing projects, including tenant selection, building maintenance, financial control, rent calculations, management control and board involvement.

• Conducts workshops and training sessions for non-profit and cooperative housing projects. • Delivers and administers the federal/provincial cost-shared Affordable Housing Initiative (AHI) and the

renovation and repair programs in Manitoba – Residential Rehabilitation Assistance Program (RRAP), Emergency Repair Program (ERP), Home Adaptations for Seniors’ Independence (HASI) and Shelter Enhancement Program (SEP). Delivers the provincially funded Homeowner Emergency Loan Program (HELP).

• Provides financial assistance for benefits under the following shelter assistance programs:

- Shelter Allowances for Elderly Renters (SAFER); - Shelter Allowances for Family Renters (SAFFR); and - School Tax Assistance for Tenants Aged 55 Plus (STAT 55+).

• Plans, organizes and evaluates corporate accounting and financial management activities including

financial reporting, expenditure and revenue processing and appropriation control, federal/provincial cost-shared program reporting and claiming.

HOUSING PROGRAMS Objectives • To provide strategic planning and the development of new housing policies, programs and initiatives

for the department. Responsibilities • Undertakes program analysis and evaluation, and recommends program and policy changes to better

meet the objectives of the programs. • Provides analysis, negotiation and coordination of interdepartmental and intergovernmental

agreements and initiatives, as well as federal/provincial/territorial coordination and collaboration. • Administers operating agreements with non-profit owned and/or managed housing projects. • Oversees the development and delivery of the Affordable Housing Initiative (AHI), both in Winnipeg

(through the Winnipeg Housing and Homelessness Initiative) and through partnerships with municipalities and service organizations in rural communities.

The branch consists of the following areas: • Housing Programs – Provides program development, coordination, forecasting and statistical support

services to the division, the MHRC and the MHA in support of strategic and operational decision-making.

• Affordable Housing – Responsible for the delivery of the AHI, a five-year joint venture of the federal

and provincial governments, developed to increase the supply of affordable housing rental units and new housing available in Manitoba. This will be achieved by supporting the development of new

51

rental and homeowners units, offering repair/conversion options and providing homebuyer down payment assistance and rent supplements.

Activities/Highlights in 2005/06 Affordable Housing Initiative The Governments of Canada and Manitoba signed Phase I of the Canada-Manitoba Affordable Housing Agreement on September 30, 2002. Under this agreement, the two levels of government will each contribute approximately $50.78 million in federal and provincial funds to renovate or create approximately 2,500 affordable housing units. On April 25, 2005, Manitoba signed Phase II of the Canada-Manitoba Affordable Housing Agreement. This supplementary agreement will see each level of government contribute an additional $11.54 million for affordable housing in Manitoba. This brings the total contribution from each of the Governments of Canada and Manitoba to $36.9 million for a total of $73.8 million and extends the original agreement to 2008. The Phase II funding is targeted to low-income residents, i.e., those households that would qualify for social housing. In order to better meet the needs of low-income households, financial provisions allow for average CMHC contributions to increase to $75,000 for Phase II targeted units. A significant focus of Phase II is for urban areas, although it is recognized that funds can be allocated based on need. To date, construction is complete, underway or committed for over 2,500 units, which accounts for approximately $50 million of program funding. During 2005/06, the province continued to work with other levels of government to develop safe and affordable housing for families with low and moderate incomes, including energy-efficient new infill homes for sale in Winnipeg’s inner city, and affordable rental housing in a number of communities in Manitoba. In addition, in November 2005, the Government of Canada, Province of Manitoba and City of Winnipeg announced the first new urban Aboriginal housing project in Manitoba in more than a decade, supported by over $1.5 million in Affordable Housing Initiative (AHI) funding through the Winnipeg Housing and Homelessness Initiative. The MHRC released two Expressions of Interest (EOI) in 2003 and 2004 to solicit New Rental Supply proposals under the AHI. The MHRC received requests totaling over $40.0 million under both EOIs. Winnipeg Housing and Homelessness Initiative

The Housing Programs Branch is an active partner in the tripartite Winnipeg Housing and Homelessness Initiative (WHHI). The WHHI provides a one-stop approach for community organizations to access housing and/or homelessness programs provided by all three levels of government in the City of Winnipeg. In 2005/06, the department continued to fund a range of programs delivered by the WHHI to address declining housing stock, homelessness and the revitalization of Winnipeg’s older neighbourhoods. The WHHI delivers the provincial Neighbourhood Housing Assistance (NHA) Program in Winnipeg, which provides assistance of up to $10,000 per unit to community-based organizations and individuals in support of locally planned and delivered initiatives for homeownership and renovation in targeted neighbourhoods. A total of $8 million has been committed for NHA delivered by the WHHI. This funding can be provided in conjunction with assistance received under the AHI New Rental Supply Program (NRS) and New Homeownership Supply Program (NHS). As at March 31, 2006, nearly $7.0 million in NHA funding and $17.0 million in AHI funding has been committed for the WHHI targeted neighbourhoods in the City of Winnipeg. In November 2003, Canada, Manitoba and Winnipeg renewed the MOU to extend the WHHI for an additional five years through to 2008. The renewal of the partnership continues to lead to more safe, affordable housing and programs and services to prevent or alleviate homelessness in Winnipeg.

52

Summary of Neighbourhood Housing Assistance

Winnipeg, Brandon and Thompson March 31, 2006

Neighbourhood/ Community

Neighbourhood Housing

Assistance (NHA) 1.

Residential Rehabilitation

Assistance Program

(RRAP) 2.

Affordable Housing Initiative

(AHI)

City / Municipal Funding

Human Resources

Development Canada Funding Total Funding

Total Number of Units

Total Number of Beds

WINNIPEG Lord Selkirk Park $ 104,700 $ 0 $ 84,273 $ 134,611 $ 596,743 $ 920,327 18 16 Point Douglas $ 792,727 $ 232,474 $1,272,862 $ 619,056 $3,400,000 $ 6,317,119 422 0 Spence $ 2,022,894 $ 1,232,926 $1,515,228 $1,281,717 $2,281,946 $ 8,334,711 472 55 West Broadway $ 1,505,727 $ 2,069,764 $1,755,480 $ 821,184 $1,025,000 $ 7,177,155 349 48 William Whyte $ 1,701,219 $ 1,093,297 $2,277,785 $1,264,519 $ 0 $ 6,336,820 515 0

Centennial $ 79,650 $ 32,000 $2,149,013 $ 28,407 $ 0 $ 2,289,070 46 0

Daniel McIntyre $ 294,931 $ 54,650 $ 167,798 $ 269,040 $ 0 $ 786,419 107 0 St. John’s $ 269,400 $ 0 $ 242,275 $ 200,125 $ 0 $ 711,800 97 0 St. Matthews $ 269,585 $ 12,000 $ 623,298 $ 138,851 $ 0 $ 1,043,734 82 0 Other Projects $ 94,332 $ 0 $6,899,459 $3,737,080 $3,501,150 $ 14,232,021 1,015 25

TOTAL WINNIPEG $ 7,135,165 $ 4,727,111 $16,987,471 $8,494,590 $10,804,839 $ 48,149,176 3,123 144

Neighbourhood/ Community

Neighbourhood Housing

Assistance (NHA) 1.

Residential Rehabilitation

Assistance Program

(RRAP) 2.

Affordable Housing Initiative

(AHI)

City / Municipal Funding

Human Resources

Development Canada Funding Total Funding

Total Number of Units

Total Number of Beds

Brandon $ 2,726,702 $ 5,683,754 $ 1,932,004 $ 0 $ 350,000 $ 10,692,460 673 9 Thompson $ 519,502 $ 1,713,734 $ 0 $ 0 $ 0 $ 2,233,236 172 0

TOTAL BRANDON & THOMPSON $ 3,246,204 $ 7,397,488 $ 1,932,004 $ 0 $ 350,000 $ 12,925,696 845 9

Neighbourhood Housing

Assistance (NHA) 1.

Residential Rehabilitation

Assistance Program

(RRAP) 2.

Affordable Housing Initiative

(AHI)

City / Municipal Funding

Human Resources

Development Canada Funding Total Funding

Total Number of Units

Total Number of Beds

TOTAL $ 10,381,369 $12,124,599 $18,919,475 $8,494,590 $11,154,839 $ 61,074,872 3,968 153

1. The program funding totals do not include program administration fees. 2. This is total RRAP funding, which is cost shared 75 per cent federal and 25 per cent provincial.

Northern Housing Strategy The MHRC, in partnership with northern/Aboriginal organizations, is developing a strategic approach to address the needs associated with housing in the North. The strategy is comprehensive in scope and recognizes the relationship between housing, health, education and economic development, while emphasizing the need for a

53

community-driven approach. It is also intended to respond to common areas of need and priority in northern housing, and related partnership opportunities, as identified by northern communities and stakeholders at a Northern Housing Forum held in Thompson in May 2001. Leaders of the partner northern/Aboriginal organizations meet periodically with the Minister of Family Services and Housing to guide the development of the Northern Housing Strategy. In addition, the MHRC continues to work with northern organizations, as Northern Housing Strategy activities are implemented. In response to Northern Housing Forum resolutions, and to recommendations by the Northern Housing Strategy partner organizations, a Northern Model House has been constructed in Thompson, Manitoba. The Northern Model House, developed in collaboration between northern communities, northern organizations, the MHRC and Manitoba Hydro, has undergone detailed monitoring and testing for a one-year period. The monitoring and testing phase was completed during the last quarter of the 2005/06 fiscal year and the findings of this testing will be reviewed. Six months of testing took place while the house was unoccupied and the remaining six months took place with the house occupied by a family who was selected to live in the house during the monitoring and testing phase. The MHRC, as part of its Northern Build, is finalizing the construction of four panelized housing units in the community of Wabowden, and three each in the communities of Camperville and Duck Bay. When completed, the homes will be available for rent, rent-to-own and for sale to low- and moderate-income families or eligible buyers. The Northern Build is being partially funded under the Canada/Manitoba Affordable Housing Initiative. The MHRC, in collaboration with northern and Aboriginal organizations, has created a Homeowner and Tenant Training program that provides information on maintaining healthy, safe and economical homes in northern Manitoba. The training program was provided on a pilot basis to the community of Moose Lake and to community clusters that included Seymourville, Manigotagan, Bisset and Aghaming in the first cluster and Mallard, Meadow Portage, Waterhen, Crane River, Spence Lake and Rock Ridge in the second cluster. The pilot training sessions began in May 2005 and were competed in early October 2005. A final report on the pilot training sessions, provided in December 2005, was positive, and it is intended that the training program will be provided to additional communities in the 2006/07 fiscal year.

Shelter Allowances for Elderly Renters Funded by MHRC but delivered through Provincial Services, the Shelter Allowances for Elderly Renters (SAFER) program provides direct monthly cash assistance to persons aged 55 and over who rent their living accommodation in the private marketplace and whose rent exceeds 25 per cent of household income. The program subsidizes between 60 per cent and 90 per cent of the portion of the eligible rent that exceeds 25 per cent of the household income. As income increases and rent decreases in proportion to income, the assistance is reduced. The maximum benefit under the program is $170 per month.

Applicants must re-apply for benefits on an annual basis and must meet eligibility criteria. The maximum eligible income for a single renter aged 55 or older is $1,470 per month, and the maximum claimable rent on which benefits are based is $405. The maximum eligible income for a renting couple in which one or both person(s) are aged 55 or older is $1,650 per month, and the maximum claimable rent on which benefits are based is $455.

Persons in receipt of Employment and Income Assistance are not eligible for benefits under this program. Persons residing in rent-geared-to-income subsidized elderly persons' housing, rent supplement housing or personal care homes are not eligible for benefits under this program. During the year ended March 31, 2006, 2,521 clients received benefits for total program expenditures of $1,654,2.

54

The following table provides program information for the past three years:

Fiscal Year

Average No. of

Recipients Per Month

No. of Active Recipients at

Year End

Total No. of

Recipients

Average Monthly

Benefit Paid $

Expenditures Total $000

2003/04 2,563 2,361 3,076 74 2,276.0

2004/05 2,308 2,146 2,803 72 1,989.0

2005/06 2,048 1,842 2,521 67 1,654.2 Shelter Allowances for Family Renters Funded by MHRC but delivered through Provincial Services, the Shelter Allowances for Family Renters (SAFFR) program provides direct monthly cash assistance to eligible families who rent their living accommodation in the private marketplace and whose rent exceeds 25 per cent of household income. The program subsidizes up to 90 per cent of the portion of the eligible rent that exceeds 25 per cent of the household income. As income increases and rent decreases in proportion to income, the assistance is reduced. The maximum benefit under the program is $180 per month.

Applicants must re-apply for benefits on an annual basis and must meet eligibility criteria. To qualify for this program, there must be at least one child/dependant under 18 years of age living in the household. For a two-person household (including one adult and one child/dependant), the maximum eligible income is $19,380 per year ($1,615 monthly) and the maximum claimable rent is $445. For a three-person household (including at least one child/dependant), the maximum eligible income is $20,940 per year ($1,745 monthly) and the maximum claimable rent is $480. For a four-person household (including at least one child/dependant), the maximum eligible income is $21,780 per year ($1,815 monthly) and the maximum claimable rent $500.

Persons in receipt of Employment and Income Assistance are not eligible for benefits under this program. Persons residing in rent-geared-to-income government-subsidized housing or rent supplement housing are not eligible for benefits under this program.

During the year ended March 31, 2006, 970 clients received benefits and total program expenditures were $903.7. The following table provides program information for the past three years:

Fiscal Year

Average No. of

Recipients Per Month

No. of Active Recipients

at Year End

Total No. of

Recipients

Average Monthly

Benefit Paid $

Expenditures Total $000

2003/04 577 572 991 129 894.0 2004/05 607 543 1,098 132 964.5 2005/06 569 512 970 132 903.7

55

School Tax Assistance for Tenants 55 Plus

The School Tax Assistance for Tenants 55 Plus (STAT 55+) Program provides an annual grant of up to $175 to tenants aged 55 years or older, to offset the school tax portion of rental costs. The grant is payable once a year. Applications submitted during 2006 relate to rents paid during the 2005 calendar year. This program is funded by MHRC but delivered through Provincial Services on behalf of the Department of Finance. Program expenditures are recovered from the Department of Finance.

Applicants must meet eligibility criteria. Tenants aged 55 years or older whose net income is less than $23,800 and who rented their principal residence in the private rental market during the previous calendar year are generally eligible. Pensioners who were eligible but did not receive their rebate during previous years, can apply for benefits retroactively for up to four years. Tenants living in non-profit housing for the elderly or in projects licensed under The Elderly and Infirm Persons' Housing Act do not qualify for benefits under this program because rents in these housing projects do not include school tax costs. During the year ended March 31, 2006, 2,038 rebate cheques were issued (including retroactive/partial year cheques), representing an expenditure of $374.0 for the fiscal year. The following table provides program information for the past three years:

Fiscal Year

Total Applications

Received

Total No of

Recipients*

Average Annual Benefit Paid

$

Expenditures Total $000

2003/04 4,503 4,033 124 497.0

2004/05 3,902 2,741 119 463.9

2005/06 3,260 2,038 115 374.0

* Includes multiple rebates for retroactive benefits, and applications received in the previous fiscal year and paid in the current fiscal year.

Complementary Assistance Program Funded by MHRC but delivered through Provincial Services, the Complementary Assistance Program (CAP) provides grant assistance to housing co-operatives to lower housing charges for income-tested occupants. Applicants must meet income eligibility criteria. Co-ops submit monthly statements to claim assistance on behalf of eligible clients.

While the program is closed to new applications from co-ops, CAP assistance continues to be provided to co-ops under previous commitments.

During the year ended March 31, 2006, 73 households in 10 co-ops were subsidized through the CAP. A total of $138.3 was expended during the fiscal year. The following table provides program information for the past three years:

Fiscal Year

No. of Co-ops at Year End

No. of Recipients at Year End

Expenditures Total $000

2003/04 10 72 151.8 2004/05 10 68 135.8 2005/06 10 73 138.3

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Rent Supplement Program

Funded by MHRC but delivered through Provincial Services, the Rent Supplement Program is designed to assist low- and moderate-income families and elderly households to obtain suitable housing in the private rental sector and in non-profit housing projects. The provincial government has entered into agreements with owners/operators of private rental stock whereby the province subsidizes the difference between the approved market rental rate charged by the landlord and the rent-geared-to-income rate paid by the qualifying tenant. Subsidy costs are shared by the federal and provincial governments on a 50 per cent federal/50 per cent provincial basis for units committed pre-1986 and on a 75 per cent federal/25 per cent provincial basis for units committed post-1985.

The following table provides program information for the past three years:

Fiscal Year

Units Subsidized as at

March 31

Average Monthly Supplement Paid

$

Expenditures Total $000

2003/04 1,870 236.73 4,667.5 2004/05 1,875 255.43 4,488.3 2005/06 1,767 255.00 3,864.0

57

SERVICES FOR PERSONS WITH DISABILITIES DIVISION

SERVICES FOR PERSONS WITH DISABILITIES DIVISION

Divisional Goals • To enhance opportunities for children and adults with disabilities in Manitoba to attain increased self-

sufficiency, independence and participation in society. • To harmonize the major aspects of programs, legislation, policies and practices, providing leadership in

the development of solutions to better integrate supports for children and adults with disabilities. • To continue to develop and implement a framework to establish and strengthen effective, inclusive,

community partnerships and consultation processes. • To recognize, promote and encourage effective communication and ongoing collaboration with staff,

both within and outside the division. • To continue to develop clear roles, responsibilities and effective working relationships within the

division, department, the Disabilities Issues Office, and other government departments. Divisional Responsibilities • Provides coordination, direction and support for the department’s programs for persons with disabilities. • Provides program direction and funding for services to children with disabilities; for supported living

services for adults with a mental disability; for vocational rehabilitation services for adults with a physical, mental, psychiatric or learning disability; and for employment and income support services to persons with disabilities.

• Administers the substitute decision-making provisions of The Vulnerable Persons Living with a Mental

Disability Act. • Provides central program and financial management, policy and strategic initiative development,

legislative and information systems business support services. The division includes the following program areas that are responsible for services that address the needs of Manitobans with disabilities: • Strategic Initiatives and Program Support • Adult and Children’s Programs • Office of the Vulnerable Persons’ Commissioner STRATEGIC INITIATIVES AND PROGRAM SUPPORT Objectives • To work in conjunction with the Adult and Children’s Programs Branch and the Community Service

Delivery Division in providing effective leadership, coordination, direction and support for the department’s adult and children’s programs for persons with disabilities.

• To research, design and develop policies and practices that shape the programs and services available

to persons with disabilities.

58

• To take the lead role in developing and reviewing legislation, standards, procedures, quality assurance and performance measures that impact services provided to persons with disabilities.

• To pursue innovative solutions and initiatives which improve services for persons with disabilities and

reflect the Vision, Mission and Goals of the division and the department. Responsibilities • Provides central program and policy direction for divisional programming. • Provides program analysis, policy and strategic initiatives development. • Provides central legislative and regulatory services for divisional programming. • Provides business support services for adult and children’s information systems. • Develops and incubates pilot projects and strategic initiatives to improve services for persons with

disabilities. • Provides financial management, central administration and support services. 09-3A Strategic Initiatives and Program Support

Expenditures by Sub-Appropriation

Actual 2005/06

$000

FTE

Estimate 2005/06

$000

Variance

Over/(Under)

Expl. No.

Total Salaries and Employee Benefits 1,373.4 21.00 1,403.7 (30.3)

Total Other Expenditures 1,405.5 1,408.2 (2.7)

Activities/Highlights in 2005/06 • Provided leadership in the ongoing development of the strategic direction for the division, including the

vision; mission; goals; and values and principles. • Provided research, program analyses, policy development and evaluation support to programs in the

Adult and Children’s Branch of the Division. Staff represented the division in intergovernmental, interdepartmental and inter-sectoral working groups and committees.

• Continued to participate in the Joint Community and Government Members Committee on Disability-Related Employment and Income Assistance Issues. The purpose of the Joint Committee is to provide a common table where government and community members can participate in a cooperative and collaborative approach to share information and opinions and provide constructive input as part of a process to address common issues for persons with disabilities receiving Employment and Income Assistance.

• Continued the development and enhancement of the Integrated Financial Client and Case Tracking

(inFACT) computer system, designed as an information management system to improve participant and financial tracking of program expenditures for the Supported Living, Children’s Special Services and Special Needs programs.

59

• Continued the Canada Pension Plan Disability Project in Winnipeg, whereby Employment and Income Assistance participants are assisted to improve their access to federal Canada Pension Plan Disability benefits by receiving in-person assistance to complete applications and with the appeals process.

• Continued to operate the Employability Support Unit, a pilot project, to assist persons with disabilities

receiving Employment and Income Assistance to move to employment. The Unit proactively identifies and contacts participants to inform them about the employment supports and services available to them. Employment Coordinators conduct an initial assessment of participants' needs and then refer them to Vocational Rehabilitation or community programs best-suited to meet their needs, or direct employment support is provided where appropriate.

• Conducted a review of the Employment and Income Assistance medical assessment process. This

review was conducted in conjunction with the Community Service Delivery and Employment, Income and Housing divisions, to determine if improvements could be made to the medical assessment process. The review was particularly focused on reviewing the potential for providing more emphasis on an applicant’s functional capacities, in comparison to an emphasis on an applicant’s medical diagnosis.

• Participated in the Inter-departmental Disability Supports Working Group, which is tasked with

reviewing the availability and portability of disability supports. • In conjunction with Community Living – Manitoba, requested a team from the University of Manitoba

conduct an examination of how The Vulnerable Persons Living with a Mental Disability Act has been implemented since proclamation in 1996. This collaborative project also benefited from the advice and direction given by other community organizations.

ADULT AND CHILDREN’S PROGRAMS Objectives • To provide program direction and funding for supported living programs for adults with a mental

disability. • To provide support to families with children who have developmental and/or physical disabilities. • To plan and develop innovative means of meeting the child care needs of parents who have children

with special needs. • To provide leadership and direction to the Children’s Therapy Initiative (CTI), a joint initiative of

Education, Citizenship and Youth; Family Services and Housing; and Health/Healthy Living. CTI provides coordinated, regionally based therapy services.

• To provide leadership, direction and focus to the Vocational Rehabilitation program for adults with a

physical, mental, psychiatric or learning disability. • To provide direction and funding for employment and income support services to persons with

disabilities. • A Multi-Sector Committee on Employment for Persons with Disabilities, chaired by Family Services and

Housing, began meeting in September 2005 to follow up on the results of the Multi-Sector Forum earlier in the year. A second forum is being planned.

60

The branch is divided into the following areas: • Supported Living – Responsible for the planning, development, maintenance, overall direction and

management of programs and resources that support and enhance the quality of life of adults with a mental disability living in the community. Responsible for the review and development of policies associated with Day Services, Residential Services, Support Services and Residential Care Licensing.

• Children’s Programs – Responsible for policy and program development to support children with

disabilities, their families and caregivers. Children’s Programs includes two components: Children’s Special Services and Community Services and Child Care.

• Employment and Income Support Services – Provides leadership, direction and funding to programs for

persons with disabilities interested in pursuing training and employment opportunities. Responsible for services provided through the Employment and Income Assistance for persons with disabilities and Vocational Rehabilitation programs.

Responsibilities • Provides leadership and support to Community Service Delivery staff, external agencies and other

service partners in promoting effective and efficient program administrative practices in the delivery of support services for adults and children with a physical and/or mental disability.

• Provides financial management, which includes: developing and managing the overall budget, with

input from the Community Service Delivery Division; identifying the resources required to provide quality, cost-effective services; allocating financial resources; ensuring that programs are delivered within budgeted resources and ensuring financial accountability for program funds.

• Interprets policy and legislation to government and non-government service providers. • Develops and revises policies and programs in a manner that is consistent with, and responsive to,

ongoing changes in other programs and the socio-economic environment, and the community as a whole.

• Provides licensing standards to ensure the safety, health and well-being of adults with a mental

disability, mental disorder, cognitive impairments or frailty due to aging, who reside in community residential care facilities; and children with disabilities receiving care in child care facilities.

• Monitors and evaluates programs and services, including the adequacy of service rates and the

ongoing identification of participants’ needs, and ensures that programs are delivered within government policy and legislation.

• Provides training and development opportunities for staff of the Community Service Delivery Division,

Services for Persons with Disabilities Division and related agencies to ensure a working knowledge of programs and policies.

61

09-3B-1 & 2 Adult and Children’s Programs

Expenditures by Sub-Appropriation

Actual 2005/06

$000

FTE

Estimate 2005/06

$000

Variance

Over/(Under)

Expl. No.

Total Salaries and Employee Benefits 1,245.5 18.50 1,247.8 (2.3)

Total Other Expenditures 428.3 494.5 (66.2)

09-3B-3 Adult and Children’s Programs – Supported Living

Expenditures by Sub-Appropriation

Actual

2005/06 $000

FTE

Estimate 2005/06

$000

Variance

Over/(Under)

Expl. No.

Supported Living 138,791.9 140,807.4 (2,015.5)

1

Total Sub-Appropriation 138,791.9 140,807.4 (2,015.5)

1. The surplus is primarily attributable to the timing associated with implementing supported living services to individuals with mental disabilities.

09-3B-4 Adult and Children’s Programs – Children’s Programs

Expenditures by Sub-Appropriation

Actual 2005/06

$000

FTE

Estimate 2005/06

$000

Variance

Over/(Under)

Expl. No.

Children’s Special Services 18,565.3 18,481.4 83.9 Community Services and Child Care 9,698.4 9,795.1* (96.7)

Total Sub-Appropriation 28,263.7 28,276.5 (12.8)

* The 2005/06 estimate reflects amounts as displayed in the printed main estimates on behalf of the Department of Family Services and Housing as well as an allocation from the enabling appropriation for the Early Learning and Child Care Federal Agreement.

09-3B-5 Adult and Children’s Programs – Employment and Income Support

Expenditures by Sub-Appropriation

Actual

2005/06 $000

FTE

Estimate 2005/06

$000

Variance

Over/(Under)

Expl. No.

Employment and Income Assistance 139,438.4 136,292.3 3,146.1 1

Health Services 42,109.2 39,224.4 2,884.8 2 Income Assistance for Persons with Disabilities 16,457.0 16,420.6 36.4

Vocational Rehabilitation 6,355.8 6,373.1 (17.3)

Total Sub-Appropriation 204,360.4 198,310.4 6,050.0

1. The shortfall is due to an increase in both the cost per case and number of cases. 2. The shortfall is due to an increase in the volume of prescriptions.

62

Activities/Highlights in 2005/06 Supported Living The Supported Living Program (SLP) offers a range of day and residential services aimed at providing adults with a mental disability the opportunity for independence in a community setting to the extent possible for each individual. The SLP supports that are potentially available include residential services, day services and related support services. Residential services include funding for a range of residential supports to assist adults with a mental disability to live in the community in their residential option of choice. The day services provided through the SLP include supported employment and follow-up services, services with a vocational focus and individualized development services. Additional supports available with funding from the SLP may consist of transportation between residential and day programs, respite and crisis intervention and clinical services. • Funding for Supported Living programming increased substantially over the last few years in support of

the commitment to meet the needs of adults with disabilities and their families. In 2005/06, the department continued to increase funding for the program to expand supports and services for adults with a mental disability. These supports, which included residential, respite, and day services as well as case management activities such as counseling and referral, allowed 4,471 adults with a mental disability to safely live and participate as full and active members of the community.

• In 2005/06, the SLP continued to build the skills and qualifications of service providers who support

adults with a mental disability.

- Training was delivered to over 2,460 agency staff in critical skill and knowledge areas such as non-violent crisis intervention, first aid, foundations in disability and community support, supervisory skills, person-centered planning, social role valorization, and supported employment skills.

- The SLP, through the Staffing Stabilization Initiative, continued to partner with service providers in

the development and implementation of the Human Resource Strategy that aims to ensure a well-qualified workforce to provide services to adults with a mental disability. Service providers attended workshops, conducted by the Human Resource Strategy Sub-Committee, on the tools and resources developed. These included job descriptions, a competency model and a ten-year Vision statement.

• The Program initiated a funding model review for residential and day services as well as supports to

families. A consultation process with individuals, families, service providers and departmental staff was undertaken. The objectives of the review were:

- to determine the most appropriate and accountable method of funding for services; - to determine the most appropriate funding levels that will ensure agencies have adequate funding

to provide responsive and necessary services for adults with a mental disability to live and participate safely in the community; and

- to harmonize funding policies for the Children’s Residential Program and SLP to the greatest

degree possible for central support, administration, insurance and shelter costs.

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• In partnership with the departments of Health and Justice, the SLP is participating in the management

of a Provincial Special Needs Program for individuals who present a serious risk to themselves or the community, but who would not otherwise be eligible for the supported living supports or Community Mental Health Services.

• By the end of 2005/06, the Provincial Special Needs Program (PSNP) was serving 106 participants, 68

of whom were receiving program funding. The remaining 38 participants received case management supports with no direct program funding attached.

• Residential Care Licensing staff inspected 197 licensed adult residential care facilities, with a total of

1,331 bed spaces to ensure continued compliance with standards. Staff also provided consultation and support to designated licensing authorities for approved facilities. In 2005/06, the designated authorities (Family Services and Housing Regional Managers and Regional Health Authorities) issued 769 letters of approval for homes with three beds or less, representing a total of 1,408 bed spaces.

• Residential Care Licensing staff continued to participate in planning meetings with the City of Winnipeg,

the Fire Prevention Office and the Office of the Fire Commissioner to develop fire & life safety guidelines for approved homes (three beds and under). These guidelines will be shared throughout the province once they are finalized.

• Six of the eleven Regional Health Authorities have accepted the delegated licensing responsibility for

approved homes for their program (Mental Health). Residential Care Licensing staff provide training and policy interpretation, as required.

• In 2005/06, through the Life Safety Sprinkler Initiative, Residential Care Licensing provided fire safety

training and began to implement a strategy to increase the life safety for individuals residing in residential care facilities, who are non-ambulatory and/or unable to care for themselves, by providing funding for the installation of residential sprinkler systems.

• In partnership with the Community Service Delivery Division and community representatives,

participated in the transition of selected residents from the Manitoba Developmental Centre to community residences with Supported Living agencies.

Supported Living Total Active Caseload by Type of Accommodation as at March 31

Accommodation

2003/04 Active Files

2004/05 Active Files

2005/06 Active Files

Foster Homes and Private Licensed Residential Care

Facilities

530

621

639 Parental Homes 1,140 1,104 1,142 Agency-Managed Residential Care Facilities 1,099 1,236 1,311 Extended Family 220 228 237 Independent Living with Support 520 623 672 Independent Living 370 270 266 Alternate Care (e.g. Hospitals, Personal Care Homes) 120 137 159 In the Company of Friends 45 47 45 Total 4,044 4,266 4,471

64

Supported Living Total Active Caseload by Type of Day Activity as at March 31 Day Activity

2003/04 Active Files

2004/05 Active Files

2005/06 Active Files

Competitive Employment

174

216

213

Supported Employment and Follow-Up Services 330 362 357 Services with a Vocational Focus 1,175 1,325 1,487 Personal Development Services 820 929 974 In the Company of Friends 45 47 45 Attending School 630 513 532 Retirement Program 70 98 102 No Program 800 776 761 Total 4,044 4,266 4,471 Residential Services Individuals Funded by Region as at March 31 Region

2003/04

2004/05

2005/06

Winnipeg

1,162

1,228

1,377

Eastman 156 172 173 Interlake 165 178 189 Central 220 250 260 Westman 314 341 346 Parkland 137 152 157 Northern 91 87 103 Total 2,245 2,408 2,605 In the Company of Friends Individuals Participating in Program as at March 31

2003/04

2004/05

2005/06 Number of Participants

45

47

45

65

Respite Services Individuals Funded by Region as at March 31 Region

2003/04

2004/05

2005/06

Winnipeg

325

445

457

Eastman 115 144 155 Interlake 72 80 83 Central 82 116 117 Westman 97 126 119 Parkland 51 83 36 Northern 29 90 46 Total

771

1,084

1,013

Crisis Intervention Individuals Funded by Region as at March 31 Region

2003/04

2004/05

2005/06

Winnipeg

159

175

117

Eastman 21 13 16 Interlake 20 20 18 Central 19 26 15 Westman 38 21 31 Parkland 8 8 5 Northern 19 11 14

Total 284 274 216 Day Services Individuals Funded by Region as at March 31 Region

2003/04

2004/05

2005/06

Winnipeg

1,189

1,280

1,361

Eastman 293 302 312 Interlake 155 174 199 Central 313 329 335 Westman 297 306 307 Parkland 124 129 126 Northern 68 72 76 Total 2,439 2,592 2,716

66

Day Services – Special Rate Individuals Funded by Region as at March 31 Region

2003/04

2004/05

2005/06

Winnipeg

457

545

633

Eastman 59 66 81 Interlake 19 21 25 Central 33 40 44 Westman 104 113 126 Parkland 26 28 33 Northern 25 30 32 Total

723

843

974

Day Services – Transportation Individuals Funded by Region as at March 31 Region

2003/04

2004/05

2005/06

Winnipeg

1,119

1,197

1,248

Eastman 251 251 257 Interlake 131 145 161 Central 214 237 246 Westman 256 271 271 Parkland 97 99 93 Northern 49 52 55 Total 2,117 2,252 2,331 Number of Licensed and Approved Residential Care Facilities and Beds as at March 31

2003/04 2004/05 2005/06 Facilities/Beds Facilities/Beds Facilities/Beds

Licensed 182 1,297 204 1,402 197 1,331 Approved 737 1,389 769 1,431 769 1,408 Total 919 2,686 973 2,833 966 2,739

ANNUAL REPORTS OF ALLEGED ABUSE/NEGLECT 2003/04 TO 2005/06

2003/04 2004/05 2005/06 Reports of Alleged Abuse/Neglect

106

129

72

Referred to Police or RCMP 31 13 16 Person Charged under the Criminal Code 1 3 1

67

Reported Allegations of Abuse/Neglect

April 1, 2005 - March 31, 2006

Types of Alleged Abuse/Neglect

Region Verbal Physical Sexual Emotional Financial Neglect Total

Central 0 4 3 0 0 1 8

Eastman 0 2 0 0 0 1 3

Interlake 0 1 0 0 0 0 1

Northern 0 0 1 0 0 0 1

Parkland 0 2 3 0 1 0 6

Westman 0 6 1 4 1 0 12

Winnipeg 0 19 7 3 2 10 41

Total 0 34 15 7 4 12 72 Children’s Programs Children’s Programs is responsible for policy and program development to support children with disabilities, their families and caregivers. Children’s Programs continued to operationalize the department’s Integrated Service Delivery by integrating Children’s Special Services, the Children with Disabilities Program, Manitoba Child Care Program, children with disabilities whose families receive Employment and Income Assistance, and children with disabilities who are in care with a child welfare agency. These programs are being harmonized to facilitate improved access to service and to better address the needs of children and their families. Children’s Special Services Children’s Special Services (CSS) is a non-statutory, voluntary program that provides assistance to birth, adoptive or extended families living with children who have developmental and/or physical disabilities. Program staff in six regional offices throughout the province and six community areas in Winnipeg provide case management support and individualized services that address the unique needs and circumstances of eligible children and their families. Services and supports are intended to strengthen families and reduce their stress so that costly out-of-home placement is prevented or delayed. CSS also provides grant funding to external agencies to deliver specialized services. Family Support Services Children’s Special Services provides families who have children with a developmental and/or physical disability with a variety of supports that reflect the unique circumstances of each family and the needs of their child. Staff use a family-centred approach in helping families to identify and access the resources, both formal and informal, that they require. These supports include provision of individualized services such as respite care, child development, therapy, supplies, equipment, transportation and home modifications. The purpose of family support is to reduce stress encountered by families and to better enable families to address the needs of their children with disabilities in their own homes.

68

In 2005/06, the Applied Behavioural Analysis (ABA) program for pre-school children accommodated 76 children on a full or part time basis. The ABA program provides intensive behaviour intervention and is delivered by St. Amant Centre in partnership with the Manitoba Families for Effective Autism Treatment. School-age ABA funds support families who are self-managing an ABA program outside of school hours. Children’s Special Services delivers Family Support Services through regional offices, staffed by the department’s Community Services Delivery Division, and supports these services and staff by providing financial and program guidelines, consultation, training, research and evaluation. Children’s Special Services – Family Support Services and Unified Referral and Intake System (URIS) Group A Number of Children Served by Region as at March 31 Region

2003/04

2004/05

2005/06

Winnipeg

1,993

2,011

2,082

Eastman 312 340 374 Interlake 248 263 275 Central 278 320 354 Westman 428 477 487 Parkland 156 151 145 Northern 248 260 280 URIS Group A 49 54 52 Total

3,712

3,876

4,049

Funding to External Agencies Children’s Special Services provides funding and consultation to external agencies that deliver specialized services, such as therapy and respite for children with disabilities and their families. Funded non-government agencies include Society for Manitobans with Disabilities, Rehabilitation Centre for Children, St. Amant Centre, Community Respite Services, Central Speech and Hearing Clinic, Open Access Resource Centre and Canadian National Institute for the Blind. Children’s Special Services works closely with the Manitoba Child Care Program and Child Protection and Support Services, Healthy Child Manitoba Office, the voluntary sector, the Regional Health Authorities, hospitals, schools and agencies. As well, Children’s Programs staff work collaboratively with the provincial departments of Education, Citizenship and Youth; and Health to coordinate programs and activities that promote and support the development of children with disabilities and their families.

69

Unified Referral and Intake System Children’s Programs provides leadership and administrative support to the Unified Referral and Intake System (URIS), a joint initiative of the departments of Family Services and Housing; Education, Citizenship and Youth; and Health. The protocol supports children who require assistance to perform medical procedures when they are apart from their parents/guardians. URIS provides funding and policy direction to assist community programs, such as schools, child care facilities, recreation programs and respite services to safely support children with special health care needs. Unified Referral and Intake System Number of Children Registered for Service as at March 31

2003/04

2004/05

2005/06

URIS Group B*

7,204

9,094

10,399

* Uris Group B refers to children who require health care routines that may be delegated to non-health care personnel

trained and monitored by a registered nurse. Provincial Outreach Therapy for Children The Provincial Outreach Therapy for Children (POTC) program is delivered as a joint venture by the Society for Manitobans with Disabilities (SMD), the Rehabilitation Centre for Children (RCC), and St. Amant Centre. SMD delivers occupational therapy, physiotherapy, and speech and language therapy to pre-school children in Winnipeg and delivers speech and language services to pre-school children in rural and northern Manitoba. RCC delivers occupational therapy to pre-school children and some school age children in rural and northern Manitoba. St. Amant Centre provides therapy services to children who live in the St. Amant catchment area. Services are provided to children who are eligible for Children’s Special Services. The goal of POTC is to utilize a collaborative, consultative approach in which therapy is provided in the child’s natural setting. Therapists work with the child’s parents or caregivers so that they become the primary provider of therapy services and integrate that therapy into the child’s and their daily routines. Children’s Therapy Initiative The departments of Health/Healthy Living; Education, Citizenship and Youth; and Family Services and Housing provide funding for children’s occupational therapy, physiotherapy, speech/language pathology and audiology services. These services are delivered through the Regional Health Authorities, school divisions and service agencies. The Children’s Therapy Initiative (CTI) is intended to provide coordinated regionally-based therapy services that assist all children requiring therapy, to reach their full potential. The approach delivers existing therapies more effectively and efficiently through increased collaboration between stakeholders. In 2005/06 pilot projects from the previous year were funded to implement regional plans to deliver coordinated therapy services for children. In 2005/06 there were seven permanent CTI projects, three projects in transition to become permanent, and three demonstration projects.

70

Community Services and Child Care Children with Disabilities Program, Manitoba Child Care The Children with Disabilities Program, Manitoba Child Care (CWD), supports the child care needs of children with disabilities and their families. It is responsible for providing program and administrative direction to eligible child care centres and homes to support the attendance and participation of children with disabilities. The CWD program provides supports and grants to assist licensed child care centres, nursery schools, family child care and group child care homes to work with children with mental, physical, behavioural and emotional disabilities. The goal of the CWD Program is to promote the developmental potential of children with disabilities in an inclusive community environment. Children with Disabilities Program, Manitoba Child Care Number of Children Who Received Service as at March 31

2003/04

2004/05

2005/06 Number of Children

1,366

1,490

1,392

Children with Disabilities in Care in Receipt of Exceptional Circumstances Funding The Exceptional Circumstances Fund refers to central funding administered by the Child Protection Branch for children in the care of child and family services agencies or regional offices who meet one of several unique criteria to merit specialized funding. Services and supports through Exceptional Circumstances funding are comprised of two components: one-time only funding requests and children whose needs are determined to be in the Level V range by the Exceptional Circumstances Committee of the Child Protection Branch. Children with Disabilities Whose Parents are in Receipt of Employment and Income Assistance Employment and Income Assistance (EIA) is a provincial program for people requiring assistance to meet basic personal and family needs. Wherever possible, the program is aimed at helping people find employment or return to work. Children with disabilities are supported by EIA by virtue of their families being enrolled in the program. Employment and Income Support Services (EISS) Employment and Income Assistance – Persons with Disabilities Employment and Income Assistance, operating under the authority of The Employment and Income Assistance Act, provides financial assistance to persons with disabilities who are in need and eligible for assistance, while the Health Services program provides assistance for essential health services. EISS continues to develop various protocols and policies in support of Full Citizenship: A Manitoba Provincial Strategy on Disability.

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Financial Improvements

The new Canada Access Grant (CAG) Funding for Students with Permanent Disabilities came into effect September 1, 2005 and is considered an allowable exemption for participants enrolled on the EIA Program. The CAG provides up to $2,000.00 per student to offset the higher costs incurred by students with permanent disabilities while pursuing post-secondary education. Eligible participants continue to receive their usual income assistance benefit.

•

•

•

Effective April 1, 2005 the disability trust fund exemption was extended to EIA participants residing in institutions and hospitals. This established equity to all participants eligible under the EIA disability category to support them in obtaining disability-related items to enhance their quality of life. This exemption supports the strategy of participants residing in institutions and hospitals to have a greater degree of community inclusion.

Board and room and residential facilities received rate increases in 2005/06.

Employment and Income Support – Employment and Income Assistance – Persons with Disabilities Average Monthly Caseload as at March 31

2003/04

2004/05

2005/06 Persons with Disabilities

16,696

17,110

17,553

Employment and Income Support – Employment and Income Assistance – Persons with Disabilities Expenditures by Category ($000) as at March 31

2003/04

2004/05

2005/06

Persons with Disabilities

$126,861.7

$135,220.5

$139,438.4

Employment and Income Support Health Services for Persons with Disabilities – Caseload as at March 31

2003/04

2004/05

2005/06 Cases

15,029

15,262

15,554

72

Employment and Income Support – Health Services Expenditures by Category ($000) as at March 31 Category

2003/04

2004/05

2005/06

Dental

$2,177.9

$2,343.4

$2,568.0

Drugs 32,631.6 35,823.0 39,101.3 Optical 392.6 377.4 439.9 Total

$35,202.1

$38,543.8

$42,109.2

Income Assistance for Persons with Disabilities The Income Assistance for Persons with Disabilities program provides for additional financial assistance for adults with disabilities enrolled under Employment and Income Assistance, in recognition of the additional costs associated with living in the community. Program benefits are $80.00 per month. Employment and Income Support – Income Assistance for Persons with Disabilities Caseload as at March 31

2003/04

2004/05

2005/06 Average Monthly Caseload

15,925

16,355

16,822

Employment and Income Support – Income Assistance for Persons with Disabilities Expenditures ($000) as at March 31

2003/04

2004/05

2005/06 Total

$15,572.9

$15,993.9

$16,457.0

Vocational Rehabilitation The Vocational Rehabilitation program assists eligible adults with a disability to pursue and secure gainful employment by providing a spectrum of vocational training, education and support services. Individual vocational training plans are submitted to the Vocational Rehabilitation program by Vocational Rehabilitation Counsellors employed by Community Service Delivery or grant funded agencies. Based on these plans, funds are approved to assist individuals in accessing vocational training services. The objectives of the Vocational Rehabilitation program are: • To provide vocational rehabilitation services to adults with a disability, to enhance their independence

and ability to contribute socially and economically through employment in the competitive labour force.

73

• To assist adults with a mental, physical, psychiatric or learning disability to prepare for, obtain and maintain employment through the provision of assessment, training, education and support services.

Activities/Highlights in 2005/06 • The Vocational Rehabilitation Program Operating Manual was placed online for easy access by

program staff and the public. • Continued to work with all stakeholders on the implementation of recommendations from a Vocational

Rehabilitation Program Business Process Analysis. • Provided vocational services for 4,742 people with disabilities with 1,472 receiving vocational training

funds to assist them in accessing education and training opportunities to improve employment outcomes.

• Vocational Rehabilitation outcome data for 2005/06 is not available until October 2006, but data for

2004/05 indicates that services were provided for 4,621 participants and 1,492 had some form of employment following intervention. A further 250 participants in vocational crisis were supported by the program to preserve employment.

• In 2005/06, the federal contribution level available for cost-sharing vocational rehabilitation programs

under the LMAPD remained at approximately $9 million annually. • Continued to create an awareness of the abilities of persons with disabilities to promote and support

their employability in 2005/06 and will continue to develop strategies in this area. Employment and Income Support – Vocational Rehabilitation Total Active Caseload by Disability as at March 31 Disability

2003/04

2004/05

2005/06

Physical Disability

874

914

1,011

Psychiatric Disability 1,226 1,280 1,279 Mental Disability 697 728 752 Learning Disability 284 288 293 Sight Disability 599 578 461 Hearing Disability 247 237 247 Total 3,927 4,025 4,043

74

Employment and Income Support – Vocational Rehabilitation Total Active Caseload by Region/Program/Agency as at March 31 Region/Program/Agency

2003/04

2004/05

2005/06

Winnipeg

988

1,077

1,256

Westman 235 240 202 Eastman 77 98 119 Central 140 102 103 Interlake 60 60 48 Parkland 94 99 92 Northern 22 27 23 Grant Funded Agencies 1,495 1,511 1,482 Employment and Income Assistance 549 513 484 Self Directed 16 19 23 Reaching Equality Employment Services 5 7 2 Mental Health 246 272 209 Total

3,927

4,025

4,043

Employment and Income Support – Vocational Rehabilitation Individuals Funded by Disability as at March 31 Disability

2003/04

2004/05

2005/06

Physical Disability

426

330

398

Psychiatric Disability 681 505 534 Mental Disability 310 276 265 Learning Disability 129 150 141 Sight Disability 58 40 40 Hearing Disability 93 87 94 Total

1,697

*1,388

1,472

* In 2004/05 the number of participants accessing the training fund decreased due to the transfer of Doray

Enterprises Inc. to the Department of Health. There was also an additional reduction in EIA participants accessing the fund as a result of increasing vocational planning expectations and targeting expenditures on short-term skill training.

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The following table outlines the services purchased by type of service. The number of services provided is much larger than the number of individuals served, as any one individual may consume a number of different services simultaneously or over time. Employment and Income Support – Vocational Rehabilitation Services Purchased by Type as at March 31 Disability

2003/04

2004/05

2005/06

Education – University

137

149

161

Education – Community College 161 195 208 Education – Special Colleges 48 49 62 Education – School 35 42 43 Education – Out of Province 11 5 13 Work Assessment/Training 2,513 2,382 2,414 Transportation 1,979 1,484 1,488 Special Services 2,551 2,166 2,302 Other 11 5 2 Total

7,446

6,477

6,693

OFFICE OF THE VULNERABLE PERSONS’ COMMISSIONER Objectives • To ensure the appointment of a substitute decision maker for vulnerable persons are warranted and in

the best interest of the vulnerable person. This is accomplished through the administration of the substitute decision making provisions of The Vulnerable Persons Living with a Mental Disability Act (the Act) which was proclaimed on October 4, 1996. The Act is designed to safeguard the rights of vulnerable persons and to protect them from abuse and neglect. A substitute decision maker (SDM) is an individual appointed by the Vulnerable Persons’ Commissioner to make decisions for a vulnerable person who requires decisions to be made and is unable to make them. A vulnerable person is defined in the Act as an adult living with a mental disability who is in need of assistance to meet his or her basic needs with regard to personal care or management of his or her property.

Responsibilities • Develops and implements policies and practices related to the SDM provisions of the Act. • Conducts preliminary investigations for the appointment of SDMs for vulnerable persons. • Establishes hearing panels to review applications and make recommendations to the Vulnerable

Persons’ Commissioner as to whether the criteria for the appointment of a SDM are met, as well as the terms and conditions of any appointment.

• Appoints SDMs and keeps a register of appointments of SDMs.

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• Provides notice to vulnerable persons, their families, support network members and SDMs with respect

to the disposition of applications and the appointment of SDMs. • Provides advice and consultation on the guiding principles and the SDM provisions. • Provides information to vulnerable persons, their families and friends and members of the general

public about the SDM process. 09-3C Office of the Vulnerable Persons’ Commissioner

Expenditures by Sub-Appropriation

Actual 2005/06

$000

FTE

Estimate 2005/06

$000

Variance

Over/(Under)

Expl. No.

Total Salaries and Employee Benefits 327.2 4.00 396.3 (69.1)

Total Other Expenditures 114.8 124.5 (9.7)

Activities/Highlights in 2005/06 • Administered the substitute decision making provisions of the Act. • Reviewed and carried out preliminary investigations on 115 applications for the appointment of a SDM

for a vulnerable person. • Reviewed and took action on 37 applications for the appointment of an emergency SDM for a

vulnerable person. • Maintained a register of appointments of SDMs for 1,590 vulnerable persons. • Reviewed and monitored the activities of approximately 528 family members and friends who are SDMs

for personal care and/or property for vulnerable persons. • Carried out approximately 85 reviews of vulnerable persons whose appointment of a SDM was expiring

to determine if the appointment should be renewed. • Made presentations to approximately 100 persons including emergency after hours and domestic

violence staff in Winnipeg, students learning to work with vulnerable persons, members of the hearing panel and parents of vulnerable persons affiliated with Continuity Care. A presentation was made to an interprovincial, territorial meeting of Public Guardians and Public Trustees on the role of hearing panels in holding hearings and making recommendations to the commissioner with respect to the appointment of substitute decision makers.

77

Child and Family Services CHILD AND FAMILY SERVICES DIVISION

Divisional Goals

• To work with child and family services authorities, community-based agencies, regional offices, community access area teams, and others, to keep children safe and protected, assist people affected by family violence and family disruption, and promote the healthy development, well-being and inclusion of children and families.

• To improve parents’ access to quality and affordable child care that assists in the healthy development of children and the social, economic and labour market participation of parents.

• To support the development and maintenance of healthy relationships between parents and children and their extended family networks, address the needs of children in need of protection of alternative care, and assist people affected by family violence and family disruption.

• To assist community organizations and communities to increase their capacity to support the healthy development, well-being and inclusion of children and families.

• To provide policy, program, financial and other assistance and support to authorities, service providers and other organizations.

• To work collaboratively with communities, community organizations, other governments, other funders, and other sectors to improve outcomes and results for children and families.

Divisional Responsibilities

• Administers The Child and Family Services Act, The Child and Family Services Authorities Act, The Adoption Act, The Intercountry Adoption (Hague Convention) Act and The Community Child Day Care Standards Act.

• Provides central program management of strategic initiatives for Child and Family Services Division programs and co-management of strategic initiatives for other divisions within the department.

• Provides program, policy and administrative direction and support for services to children in care, child protection and adoption services to communities and families in accordance with The Child and Family Services Act and The Adoption Act. These services are delivered by child and family services agencies and regional offices. As well, there are specialized services delivered by other agencies.

• Licenses and provides program and financial support to child care facilities and subsidies on behalf of eligible families.

• Provides funding, program and administrative direction and support to a wide continuum of community-based agencies, which offer services to abused women, their children, and men with abusive behaviours.

• Provides funding, program and administrative direction to a continuum of community-based agencies offering services to at-risk children and families and provides policy support to the Family Conciliation program.

78

Programs and services administered by the division are directed and supported by three branches:

• Strategic Initiatives and Program Support • Child Protection • Family and Community Support, including:

- Manitoba Child Care Program - Family Violence Prevention Program - Community Support Program

STRATEGIC INITIATIVES AND PROGRAM SUPPORT

Objectives

• To provide central program and policy management support for the division and the programs delivered within the division.

• To co-manage implementation of major new initiatives and to ensure collaboration between the operational branches in the division, as well as cooperation with other key departments.

• To coordinate long-term strategies for the Child and Family Services Division within the department and across government.

• To ensure fiscal accountability by assisting branches to manage financial resources and relationships with agencies.

• To provide recommendations on legislative changes to support government initiatives and priorities.

• To enhance the quality of divisional programs by conducting program evaluations and providing advice to the operational branches on how to incorporate best practice approaches into service delivery.

Responsibilities

• Develops an annual strategic plan for the division in consultation with the operational branches.

• Develops implementation plans for new initiatives or major reforms to existing services.

• Provides inter-sectoral coordination of strategies for children across government departments.

• Coordinates the financial management functions for the division including the annual Estimates of Expenditures, cash flow and variance analysis and maintains accountability for public funds administered through the division.

• Reviews legislation and regulations and makes recommendations on amendments.

• Conducts research and program evaluations and advises operational branches and agencies on best practice models.

• Provides consultation on the development of standards for service delivery.

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09-4A Strategic Initiatives and Program Support

Actual Expenditures by 2005/06 Sub-Appropriation $000

Total Salaries and Employee Benefits 960.9

Other Expenditures 290.0

Aboriginal Justice Inquiry - 1,846.2 Child Welfare Initiative

Total Other Expenditures 2,136.2

Activities/Highlights in 2005/06

FTE

15.00

Estimate Variance Expl. 2005/06 Over/(Under) No.

$000

978.6 (17.7)

291.2 (1.2)

1,855.6 (9.4)

2,146.8 (10.6)

During 2005/06, the Branch engaged in the following key activities:

• Continued to co-manage provincial participation in the restructuring of child welfare services resulting from the implementation of the Aboriginal Justice Inquiry – Child Welfare Initiative (AJI-CWI). The Branch, in cooperation with the four Child and Family Service Authorities:

- First Nations of Northern Manitoba Child and Family Services Authority - First Nations of Southern Manitoba Child and Family Services Authority - Métis Child and Family Services Authority - General Child and Family Services Authority

completed coordination of the transfer of cases from non-Aboriginal to Aboriginal child welfare agencies, and continued to coordinate and support the associated transfer of resources. With the completion of case transfers Phase 5, system consolidation and renewal, was initiated.

• Provided support to the division-wide strategic planning effort, with emphasis on enhancing the means to coordinate and collaborate in the management of initiatives, the development of policy, and in the timely response to issues.

• Participated in the ongoing implementation of Manitoba’s commitments related to healthy child development, with a particular emphasis on the Early Childhood Development strategy. This was done by encouraging and supporting the development of the Manitoba Children’s Agenda, in partnership with the federal government, and by partnering with Healthy Child Manitoba led initiatives.

• Participated in the continuing implementation of the Integrated Service Delivery initiative.

• Coordinated the financial management functions for the division including the annual Estimates of Expenditures, cash flow and variance analysis and processing of accounts.

• Continued the implementation of the Child and Family Service Applications including training, hardware and connectivity to the Applications.

• Provided coordination of policy development consistent with government priorities, departmental objectives and available resources.

80

CHILD PROTECTION

Objectives

• To ensure that the community and families provide for the safety and well-being of their children under The Child and Family Services Authorities Act, The Child and Family Services Act and The Adoption Act.

• To manage, direct and support branch programs to ensure effective service delivery within available budgetary and human resources.

• To plan and develop a comprehensive continuum of child and family services throughout the province designed to support, supplement and, where necessary, substitute for parental care. This responsibility includes administrative, program and funding support for the four Child and Family Services Authorities to provide high-quality services in accordance with provincial statutory requirements, policy direction and budgetary allocations.

• To provide funding and support to ancillary and related service organizations that provide a range of preventative and supportive services to children and families, including minor and single parents.

The branch’s programs include Child and Family Resources and Authority Relations.

Responsibilities

• In accordance with The Child and Family Services Act, The Adoption Act and The Child and Family Services Authorities Act, the Child Protection Branch oversees a comprehensive continuum of child and family services throughout the province. This includes providing policy direction and support to the four Child and Family Services Authorities that administer and provide for the delivery of child welfare services through the agencies they mandate.

• Participates with Authorities and stakeholders in the development of strategic plans for the child and family services system.

• Provides funding, program, and administrative support to Authorities and community-based agencies that provide early intervention and prevention programs and services to at-risk children, families, and communities including consultation and support to the Manitoba Foster Family Network.

• Develops service purchase agreements, funding models, quality assurance mechanisms, reviews financial requirements and maintains accountability for public funds, with respect to Branch programs.

• Identifies policy development issues; reviews and recommends changes to legislation and regulations; and implements approved policies, legislation and regulations.

• Directs, coordinates and evaluates the development of program and service delivery options consistent with government and department objectives and with changing needs.

• Establishes standards and licensing requirements for child care facilities, issues licenses and monitors and audits licensed facilities.

• Establishes provincial standards for service delivery and monitors Authority compliance.

• Promotes high-quality services delivered by child and family services agencies through consultation, training, research and evaluation.

81

• Ensures service sites have the equipment, training and support necessary to use the Child and Family Services Information System and Intake Module System; oversees system performance; addresses technology issues as they arise; monitors compliance by users and; in cooperation with the Authorities, implements system enhancements as resources allow.

• Provides a range of competency-based training modules for child welfare professionals including caseworkers, supervisors/managers, child and youth care workers, and foster parents. With the four Authorities, plans for the ongoing development of culturally-appropriate training programs.

• Administers centralized provincial services including the Adoption, Post-Adoption, Paternity and Child Abuse Registries, the Child and Family Services Information System and Intake Module System, criminal risk assessments, service provider investigations, residential placements, intake and inquiry concerns, and interprovincial queries.

09-4B Child Protection

Actual Estimate Variance Expl. Expenditures by 2005/06 FTE 2005/06* Over/(Under) No. Sub-Appropriation $000 $000

Total Salaries and Employee Benefits 2,798.1 49.0 2,863.0 (64.9)

Other Expenditures 1,544.6 1,433.0 111.6

Authorities and Maintenance of Children 152,881.9 146,327.6 6,554.3

The Family Support Innovations Fund 753.0 866.4 (113.4)

Total Other Expenditures 155,179.5 148,627.0 6,552.5

* The 2005/06 Estimate reflects amounts as displayed in the printed Main Estimates on behalf of the Department of Family Services and Housing, as well as an allocation from Enabling Appropriations for increased salary costs to provide for severance related costs.

1. The variance is primarily attributable to increased costs at the General Child and Family Services Authority - Winnipeg Child and Family Services, and Child and Family Services of Western Manitoba as well as increased costs in financial assistance for Child Maintenance.

Activities/Highlights in 2005/06

Continued transition of work through the Aboriginal Justice Inquiry – Child Welfare Initiative included:

• Participated at Standing Committee and continued devolution of child and family services delivery responsibilities to the four Child and Family Services Authorities. By October 2005, approximately 3,600 cases had been transferred to new Aboriginal Child and Family Services agencies.

• Participated in the identification of priority tasks and activities with the transition of work from the Implementation Committee to the newly created Resource Development Committee. This included reviewing processes for special rates in foster care and designing a new funding model.

• Continued to partner, support, and assist the Authorities and their agencies with stabilization activities. In addition, participated in two strategic planning sessions during 2005/06 with the four Authorities to identify key tasks. Undertook reviews, developed processes to further stabilize the child and family services system, and developed a 2006/07 workplan.

82

1

• Continued with work on revising provincial standards to ensure consistency with The Child and Family Services Authorities Act. Completed reviews of standards pertaining to Workforce Qualifications, Voluntary Family Services, and Service Administration. Continued with work on revising Authority Standards and the development of a Quality Assurance Review process.

• Continued to participate in the development of an operational plan with the four Authorities in establishing a Joint Intake and Response Unit.

• Continued to consult and communicate with the four Authorities on policy and program issues, monitoring of fiscal and program issues, and assisted the Authorities to further develop their agency relations functions including, training, advice, and support.

Developed or continued with the following partnerships:

• Continued to represent Manitoba on the National Directors of Child Welfare Committee and serve as the lead for Aboriginal issues at the table.

• Under the umbrella of the National Directors of Child Welfare, Manitoba continued work on a project for the operational testing phase of National Outcomes Measures to collect information on outcomes for children involved with child welfare systems across Canada.

• With the interdepartmental Manitoba Meth Task Force, participated in the development of the provincial protocol for responding to children found in environments involved in the production of crystal methamphetamine.

• Continued to implement the Manitoba Strategy to address the needs of high-risk and sexually exploited youth through the Multi-jurisdictional Implementation Team. Activities included prevention strategies, such as a Student Buddy Support Program and development of child sexual exploitation awareness resources, intervention strategies such as an Outreach project aimed at reducing the number of runaway youth, legislative changes to the definition of sexually exploited youth, and research initiatives around the sexual exploitation of boys. Additionally, in June 2005, increased penalties in The Child and Family Services Act for child protection offences were proclaimed.

• Established a collaborative relationship with the Centre of Excellence for Child Welfare in the development of a comprehensive quality assurance strategy with respect to children’s residential care programs.

• Established a partnership with the Manitoba Association of Residential Treatment Centres and the Manitoba Foster Family Network to develop and deliver competency-based training to child and youth care and foster parent professionals.

• Under the auspices of the Prairie Child Welfare Consortium, a joint venture of social work faculties and government ministries in the three prairie provinces, completed research into children with disabilities receiving child welfare services to better understand their needs and service requirements. The final report was completed in November 2005 and is available online through the Centre of Excellence for Child Welfare website at: http://www.cwcs-cepb.ca/DocsEng/DisabilitiesManitobaFinal.pdf.

83

Ongoing supports provided by the Branch included:

• Delivered a series of core competency based training and specialized training modules to case workers and supervisors throughout the system. The Branch also provided Child and Family Services Information System (CFSIS) and Intake Module training for the Authorities and their agencies. In addition, the Branch began improvements to the CFSIS application’s report capability and ease of use to support for AJI – CWI changes.

• Continued to license and review residential placement resources for children including group homes, emergency shelters, and child care treatment centres. In addition, the Branch processed and prioritized referrals to the residential care system, supported the Youth Emergency Stabilization Services, and made administrative improvements to the Provincial Placement Desk.

Centralized Provincial Services 2004/05 2005/06 Licensed Facilities 116 113 Licensed Beds 679 652 Managed Beds 195 192 Training Caseworker 301 275 Culture and Diversity 133 83 Youth Care 403 376

Supervisor 112 163 Specialized Training Modules 112 102 Registries Adoption

Division 1 – Adoption of Permanent Wards1 93 61 Division 2 – Private Adoptions2 24 28 Division 3 – Intercountry Adoptions3 47 54 Division 4 – De Facto Adoptions4 8 12 Division 5 – Extended Family Adoptions5 7 11

Post-Adoption Post-Adoption Registrations 507 404 Post-Adoption Reunions 225 195

Child Abuse Child Abuse Registrations 245 181 Employers/Others Using Registry 682 533 Child Abuse Registry Checks 40,675 43,298

Others Child Abuse Investigations6 1,4917 1,104* Criminal Risk Assessments 8,133 9,055 Repatriations 14 19 Inter-provincial Alerts 333 396 Intake & Inquiry Concerns and Interprovincial Queries 520 600

1 Child placed by director or agency with permanent guardianship. 2 Child placed by biological parent. 3 Child from another country adopted by an approved applicant in Manitoba. 4 Child adopted by person who has cared for him/her without financial assistance for at least two years. 5 Child adopted by family member who has cared for him/her for at least six months. 6 Includes all investigations not only those by provincial investigator. 7 Northern Child and Family Services Authority did not report. * Four Child and Family Services agencies did not report.

84

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FAMILY AND COMMUNITY SUPPORT

Objectives

• To provide funding, program and administrative direction to a continuum of community-based agencies offering services to at-risk children and families.

Responsibilities

• Provides policy, program support and administrative management for the following programs:

- Manitoba Child Care Program - Family Violence Prevention Program - Community Support

Manitoba Child Care Program

Objectives

• To promote sustainable, accessible, affordable, high-quality early childhood learning and care that supports the positive development of children and their families and to assist child care facilities to meet established standards of care.

• To plan and develop innovative means of meeting the child care needs of parents, to promote positive developmental care for children, including those with special needs and to support parental participation in early childhood care and education services.

Responsibilities

• Develops legislation, regulations, policies and standards relating to early childhood learning and care in Manitoba.

• Supports safe, accessible and affordable high-quality child care.

• Monitors compliance with standards and regulations.

• Oversees the Subsidy Program budget, which provides financial assistance to eligible families.

• Assesses centres’ financial operations and provides grants to eligible facilities.

• Assists families participating in employment and training to find and maintain suitable child care.

• Supports inclusion of children with special needs in child care.

• Reviews and adjusts regulations, policies and systems to support continuous program development, through the Child Care Regulatory Review Committee.

• Classifies all child care assistants and early childhood educators who work in licensed child care centres.

• Provides competency-based training to enable child care assistants to obtain an Early Childhood Educator II classification.

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• Provides an annual training grant to newly licensed family child care providers and currently licensed family child care providers and child care assistants who successfully complete a relevant and accredited 40-hour course.

09-4C-1 Manitoba Child Care Program

Actual Estimate* Variance Expl. Expenditures by 2005/06 FTE 2005/06 Over/(Under) No. Sub-Appropriation $000 $000

Total Salaries and Employee Benefits 1,076.2 17.50 1,028.4 47.8

Other Expenditures 588.3 306.0 282.3

Financial Assistance and 76,628.9 73,901.1 2,727.8 External Agencies

Total Other Expenditures 77,217.2 74,207.1 3,010.1

* The 2005/06 Estimate reflects amounts as displayed in the printed main Estimates on behalf of the Department of Family Services and Housing, as well as an allocation from Enabling Appropriations.

1. The variance is the result of the new federal initiative, Early Learning and Child Care, which includes a 7 per cent increase in unit funding effective July 2005, additional funded spaces, Tuition Support Program, Exceptional Circumstances, College Expansion and Manitoba Child Care Association Accreditation System. Federal revenue was available to entirely offset this overexpenditure.

Activities/Highlights in 2005/06

• Increased the total budget for child care by an additional $25.5 million, to implement year four of Manitoba’s Five-Year Plan for Child Care, which includes initiatives to improve quality, accessibility and affordability.

• Increased financial assistance in the form of operating grants to child care facilities to increase wages and incomes for service providers and to assist them to meet established standards of care. Annual grants were increased per child space to the following amounts:

Centre Spaces Family Child Care Home Spaces Infant $8,320 Infant $1,613 Preschool $2,912 Preschool $ 728 School age $ 993 School age $ 471

• Continued to implement the $250.00 training grant for newly licensed family child care providers, as well as for existing providers and child care assistants, who successfully complete a 40-hour accredited course in early childhood education. Provided funding to make the grant available on an annual basis.

• Increased funding to expand the Manitoba Child Care Program’s competency-based training programs in order to enroll and graduate more trained Early Childhood Educators.

• Increased funding to continue the public education and student recruitment campaign for early childhood education – “Growing Minds… Growing Opportunities,” which is aimed at attracting more students to the field of early childhood education.

• Continued to work with Manitoba Advanced Education and Training to increase the number of students enrolled in approved early childhood training programs.

92

1

• Increased funding for the Subsidy Program to cover cost increases and to support more subsidized children. In 2005/06, an average of 10,830 children received subsidized child care every four-week period.

• Increased funding for the Children with Disabilities Program to support more children with disabilities and provide wage increases for their workers.

• Continued to meet with the Child Care Regulatory Review Committee on improving the child care system in Manitoba.

• With the November 18, 2005 signing of the Moving Forward on Early Learning and Child Care Funding Agreement between the Government of Canada and the Government of Manitoba, a number of initiatives were announced in 2005. Initiatives focused on five priority areas for investment, including: workforce stabilization and development; sustainability of existing non-profit centres; affordability/accessibility of child care; improving quality environments; and additional steps to enhance quality. Specific initiatives included:

- $11.5 million for wages; $2.9 million for education and training incentives; - alternative board governance models; - funding for exceptional circumstances; - $5.75 million for up to 3,168 spaces; $140.0 for enhanced funding for 200 $5-a-session

(maximum fee) nursery school spaces; - funding to support a new nursery school subsidy to increase access to early childhood

programs by families, including those with a stay-at-home parent; - $2.7 million for a capital fund program; - a new Early Learning and Child Care in Schools Policy with a focus on the use of surplus

school space for as a first choice location for early learning and child care; - $250.0 to the Manitoba Child Care Association to conduct a comprehensive feasibility study

for province-wide accreditation; $112.5 to Red River College to purchase a new online multimedia resource for all centres, homes and nursery schools throughout Manitoba.

Centres and Homes Total Facilities and Spaces 2004/05 to 2005/06

2004/05 2005/06

Centres No. of Centres No. of Spaces No. of Centres No. of Spaces

Fully Funded 502 18,177 520 19,362

Unfunded Non-Profit 36 2,004 22 1,197

Private 36 1,463 32 1,308

Total 574 21,644 574 21,867

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2004/05 2005/06

Homes No. of Homes No. of Spaces No. of Homes No. of Spaces

Fully Funded 488 3,364 507 3,445

Unfunded 94 718 81 672

Total 582 4,082 588 4,117

Fully Funded Centres and Homes as of March 31, 2006

Region Centres Homes Total

No. of No. of No. of No. of No. of No. of Centres Spaces Homes Spaces Facilities Spaces

Winnipeg 288 13,080 220 1,438 508 14,518

Westman 69 1,765 142 988 211 2,753

Eastman 45 1,165 36 242 81 1,407

Central 46 1,409 24 157 70 1,566

Interlake 26 681 45 326 71 1,007

Parkland 24 565 19 129 43 694

Northern 22 697 21 165 43 862

Total 520 19,362 507 3,445 1,027 22,807

Private Centres as of March 31, 2006

Region Total No. of Facilities Total No. of Spaces

Winnipeg 29 1,308

Other Regions 3 43

Total 32 1,351

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Licensing Orders, Suspensions, Refusals 2005/06

Facilities

Non-profit centres Private centres Homes

Number ofLicensing Orders*

0 2 0

LicenceSuspensions/Refusals

0 0

Total 2 0

* A licensing order is issued under Section 18 of The Community Child Day Care Standards Act when serious violations of licensing regulations occur.

95

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Family Violence Prevention

Objectives

• To promote the elimination of intimate partner violence through the development and support of a continuum of community-based services; and

• To provide policy and program direction, as well as funding, to specialized services for women, their children and men caught in the cycle of family violence. These services are delivered by 37 programs housed within 33 community-based agencies across the province.

Responsibilities

• Provides grants, monitors, and evaluates agencies’ financial operations and service delivery to ensure accountability for public funds and service quality management.

• Develops and implements policies and program standards for women’s shelters and support services for women, children and men caught in the cycle of family violence.

• Provides program consultation and support to external agencies.

09-4C-2 Family Violence Prevention

Actual Expenditures by 2005/06 Sub-Appropriation $000

Total Salaries and Employee Benefits 592.7

Other Expenditures 90.0

External Agencies 10,194.1

Total Other Expenditures 10,284.1

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1. The surplus is primarily due to lower than anticipated costs and delays in receipt of invoices.

Activities/Highlights in 2005/06

• Provided new funding for staff benefits and pensions at children’s Access/Exchange Visitation Centres in Manitoba (Winnipeg, Interlake and Brandon).

• Provided additional funding to five funded agencies in support of their emergent needs: Osborne House, Interlake Women’s Resource Centre, Lakeshore Women’s Resource Centre, Swan Valley Crisis Centre and The Men’s Resource Centre.

• Provided funding increase for salary enhancement at Women’s Shelters, Residential Second Stage Housing Programs, Women’s Resource Centres and Urban Support Programs.

• Increased overall funding at Specialized Programs.

98

• Participated in organizing “The Silent Witness Project” during Domestic Violence Prevention Month with the Women’s Resource Centre Coalition of Manitoba, Victim Services (Department of Justice) and Research and Education for Solutions to Violence and Abuse (RESOLVE).

• Provided domestic violence training to Manitoba Government employees.

• To mark Governor General, Michaëlle Jean’s first official visit to Manitoba, announced a $5,000 award, offered through Red River College, to assist women who have left an abusive relationship and would like to further their education.

• Conducted security audits at shelter service agencies across the province.

• In partnership with Victim Services and Winnipeg Police Services, implemented a Domestic Violence Intervention Unit (DVIU) to work with families who call police services for intervention in domestic violence, but where no charges are laid.

• Continued participation in provincial and tri-provincial teams as co-principal investigator with RESOLVE for “The Healing Journey: A Longitudinal Study of Women who have been Abused by Intimate Partners” (funded by the Social Sciences and Humanities Research Council of Canada).

• Continued to participate in the “Stolen Sisters” provincial interdepartmental working group.

• Continued to fund a toll-free telephone line for a clinical consultant to support front line staff at Family Violence Prevention funded agencies as they deal with complex client cases.

• Continued provision of ongoing consultation with service providers regarding policy issues and specific operational matters, as well as assistance in case management of client issues.

• Continued the annual quality assurance reviews in support of services to women, children and men caught in the cycle of violence.

• Monitored the implementation of recommendations in agency audit reviews.

• Continued to ensure that all funded agencies have current, signed contracts/Service Purchase Agreements and corresponding program standards manuals.

• Continued to work with key community stakeholders and other relevant government departments to identify existing gaps in services and develop program responses.

• Continued to organize and support regional meetings on family violence prevention with relevant stakeholders (Royal Canadian Mounted Police, Addictions Foundation of Manitoba, Child Welfare, etc.) in order to foster a community-based prevention/intervention approach based on communication, support and referral.

• Continued to represent Family Violence Prevention on several interdepartmental/intergovernmental/ inter-agency committees and advisory/planning groups on a local, national and international level.

• Continued to support Domestic Violence Prevention Month with the month-long promotional campaign titled “Promises aren’t the only things that get broken” through the distribution of buttons, posters, pamphlets and bus shelter advertisements.

• Continued the focused effort to coordinate family violence law, policy and protocol within the provincial government and other levels of government.

99

Range of Services

Women’s Resource Centres

Nine Women’s Resource Centres provide individual counselling, information and referral, outreach and support groups to women affected by domestic violence, as well as educational programs, volunteer training and community development activities.

• Fort Garry Women’s Resource Centre Inc. • Interlake Women’s Resource Centre Inc. • Lakeshore Women’s Resource Centre Inc. • North End Women’s Centre Inc. • Pluri-elles Manitoba Inc. • Swan Valley Crisis Centre Inc. • Snow Lake Centre in Family Violence Inc. • The Women’s Centre • Women’s Safe Haven/Resource Service Inc.

Women’s Shelters

Ten Women’s Shelters provide emergency accommodations and supportive counselling to women and their children who are victims of family violence.

• Eastman Crisis Centre Inc. • Ikwe-Widdjiitiwin Inc. • Parkland Crisis Centre Inc. • Portage Women’s Shelter Inc. • Nova House Inc. • South Central Committee on Family Violence Inc. • The Pas Committee for Women in Crisis Inc. • Thompson Crisis Centre Inc. • Osborne House Inc. • Westman Women’s Shelter (YWCA Brandon)

Information/Crisis Lines

A provincial toll-free information/crisis line (1-877-977-0007) offers an accessible source of information and support for individuals seeking assistance due to violence in their families or in the families of someone they are concerned about.

Residential Second-Stage Housing Programs

Four Residential Second-Stage Housing Programs offer protective, affordable long-term housing and services for women leaving an abusive relationship who have extensive needs. These programs also provide comprehensive emotional and practical support including individual and group counselling, parenting support and information.

• Alpha House • L’Entre-temps des franco-manitobaines Inc. • Samaritan House Ministries Inc. • W.I.S.H. (Women in Second-Stage Housing) Inc.

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Urban Support Programs

Seven Urban Support Programs located in Winnipeg provide individualized counselling, open and closed support groups, longer-term counselling services, training to other service providers and public education.

• Evolve Program - Klinic Community Health Centre Inc. • Spirit of Peace Program - Ma Mawi Wi Chi Itata Centre Inc. • Family Violence Counselling Program - Nor’West Co-op Community Health Centre • Immigrant Women’s Counselling Services - Nor’West Co-op Community Health Centre • A Woman’s Place - Nor’West Co-op Community Health Centre • Native Women’s Transition Centre • The Laurel Centre

Specialized Programs

Seven Specialized Programs, including Supervised Access Services, Couples Counselling, the Men’s Resource Centre and programs for men affected by family violence.

• Couples Counselling Program - Elizabeth Hill Counselling • The Men’s Resource Centre - Elizabeth Hill Counselling • Winnipeg Children’s Access Agency • Interlake/Eastman Visitation Centre • Brandon Access/Exchange Services • Couples Counselling Program - YWCA of Brandon • Men’s Program - The Counselling Centre

Number of Clients Served by Residential Second-Stage Programs 2003/04 to 2005/06

Type of Program 2003/04 2004/05 2005/06

Interim Housing* 169 116 126 Long-Term Second Stage** 133 121 147

Total 302 237 273

* Includes women and children in Shelter Interim Housing. ** Includes residential and non-residential women and children. The totals no longer include follow-up clients who,

by definition, have already been counted as residential clients.

Number of Clients Accessing Urban Support and Specialized Programs 2003/04 to 2005/06

2003/04 2004/05 2005/06

Urban Support 3,425 3,522 3,092 Specialized* n/a n/a 1,354

* Specialized Program data collected in this format beginning the 2005/06 fiscal year.

101

Number of Calls Received by Shelter Crisis/Information Lines 2003/04 to 2005/06

Type of Service 2003/04 2004/05 2005/06

Osborne House 7,862 8,888 8,215 Ikwe Widdjiitiwin* 10,533 1,485 1,041 Other Shelter Crisis Line Calls 10,613 8,581 6,554

Total 29,008 18,954 15,810

* Ikwe receives calls through the provincial toll-free 1-877 crisis/information line as all Manitoba shelters do. Ikwe has also maintained its own line in support of enhanced access to services for women in rural Aboriginal communities. The reported decrease in calls received by Ikwe (and other shelters) is a result of the agency no longer counting administrative calls as crisis line contacts.

Number of Residential Bednights - Women's Shelter Services 2003/04 to 2005/06

Type of Agency 2003/04 2004/05 2005/06

Shelters 45,049 46,499 40,298 Women’s Resource Centres 3,247 2,813 1,966

Total 48,296 49,312 42,264

Number of Clients Served by Shelters 2003/04 to 2005/06

Type of Service 2003/04 2004/05 2005/06

Crisis Intervention: Residential 1,555 1,746 1,587 Non-residential 714 593 613

Children’s Counselling* 1,289 1,307 1,916

Follow-Up Counselling 535 481 533

Total** 3,558 3,646 4,116

* Children’s Counselling includes residential and non-residential services. Noted increase in 2005/06 is a result of a change in counting procedures: this figure now includes all children being accommodated in shelter, not just those receiving counseling services as residential clients.

** Includes residential and non-residential women and children. This total does not include follow-up clients who, by definition, have already been counted as residential clients.

102

Number of Clients Served by Women's Resource Centres 2003/04 to 2005/06

2003/04 2004/05 2005/06

Total* 32,033 34,325 35,492

* Includes information/referral, and counselling clients.

History of Funding to External Agencies by Type of Service ($000)

Category

Shelters Fee Waiver Facility Cost Per Diem

2003/04

$4,113.2 48.1

633.4 1,081.5

2005/06 2004/05

$4,175.3 $4,349.1 47.3 83.5

608.5 608.5 1,139.7 984.9

Shelter Sub-Total

Second Stage Urban Support Program Women's Resource Centres Lavoie Inquiry Initiatives

Total

5,876.2 5,970.8 6,026.0

418.9 425.3 440.8 1,695.7 1,739.1 1,829.8 1,246.0 1,251.1 1,295.1

575.1 523.0 602.4

$9,811.9 $9,909.3 $10,194.1

Community Support

Objectives

• To contribute to the promotion of the healthy social development of children, families and communities, and in particular those at-risk, through the development and management of a continuum of early intervention and prevention services.

Responsibilities

• Establishes and maintains relationships with community-based agencies and the Community Service Delivery Division to manage and develop a continuum of early intervention and prevention services for at-risk children, families and communities within the context of an integrated service delivery system.

• Participates in processes to identify the need for community support, community development and capacity building.

• Works with other divisions in the development and implementation of integrated service delivery.

• Represents the division and the department regarding community support and community development issues.

• Provides funding to community-based agencies and ensures compliance with accountability requirements.

103

• Provides policy support, advice and consultation concerning “community support” issues (including funded agencies) and the Family Conciliation Program (which provides information/referral services, conciliation counselling, court-ordered assessments, including brief consultations, group programs for children, mediation and comprehensive mediation and parent education).

09-4C-3 Community Support

Expenditures by Sub-Appropriation

Actual 2005/06

$000 FTE

Estimate 2005/06

$000

Variance Over/(Under)

Expl. No.

Total Salaries and Employee Benefits 277.7 3.00 325.2 (47.5)

Other Expenditures 20.2 20.2

External Agencies 8,930.8 8,930.8

Total Other Expenditures 8,951.0 8,951.0

Activities/Highlights in 2005/06

During 2005/06, the branch engaged in the following key activities:

• Provided funding to 27 agencies, who deliver approximately 74 programs for children and families.

• Coordinated the review, negotiations, revision and implementation of service purchase agreements with funded agencies.

• Participated in the ongoing planning and implementation of the department’s Integrated Service Delivery.

• Managed funding, community, and agency relations issues and requests regarding funded-agency programs and projects.

• Reviewed and provided advice on a number of proposals received by other programs in government.

• Participated on a number of inter-departmental and inter-governmental committees.

Family Conciliation

The Family Conciliation program is delivered through the department’s Community Service Delivery Division, and is the social services component of the Court of Queen's Bench, Family Division. Policy responsibility for Family Conciliation rests with the Community Support Program, Child and Family Services Division.

Family conciliation services are provided in Winnipeg directly by Family Conciliation as part of the Winnipeg Services Branch, and in other areas of the province by regional office staff, funded by the Rural and Northern Services Branch of the Community Service Delivery Division in the Westman, Parkland, Northern (Norman), and Northern (Thompson) regions.

104

Family Conciliation’s objective is to ensure the availability of a range of high-quality dispute resolution services to families disrupted by separation or divorce, and where ongoing parenting of the children is of primary concern.

Family Conciliation’s objective is achieved through the following activities:

• administration of Family Conciliation services (Winnipeg), which provides social services support to the Family Division of the Court of Queen's Bench, including information/referral, court-ordered assessments including brief consultation, mediation, conciliation counselling, group programs, and the Parent Information Program;

• development and monitoring of program policies and service standards across the province;

• provision of training, consultation, and leadership in the development of regional services; and

• consultation with other agencies, professionals and the public.

These activities involve the provision of the following services:

• Information and Referral is an intake service. Individuals and families are assisted in addressing issues and identifying possible solutions, informed of community and government services that may be appropriate to their situation, and are referred accordingly.

• Conciliation Counselling is short-term, separation-related counselling focussed on parents’ and children's adjustment to family reorganization after separation/divorce.

• Mediation is a structured, short-term intervention to assist families undergoing separation/divorce in developing a parenting plan, to maintain a continuing relationship among children, parents, and extended family, and to protect children from parental conflict. This is a preferred intervention for resolving custody/access conflicts. Parents may also choose to mediate financial issues arising from their separation (comprehensive mediation) regarding child support, spousal support, and division of marital property.

• Court-Ordered Assessment Reports provide comprehensive family evaluations, professional opinions, and recommendations to the court concerning the best interests of children in custody, access, and guardianship matters. This process serves as a vehicle for the resolution of custody/ access/guardianship disputes by providing information that can be used in settlement meetings, lawyer negotiations, or litigation as circumstances warrant. It serves parents, children, lawyers, and the court by recommending courses of action and available resources that may serve to ameliorate the destructive impact of conflict on the families involved.

• Brief Consultation Service (Pilot Project- federal funding terminating in 2008) provides brief consultation for families and children in a shorter time frame, focuses on the “voice of the child” for children ages 11 to 16, and offers additional information in a consultative format for issues related to time sharing, child developmental needs, parental communication, and other aspects of parenting plans for children of all ages.

• The Parent Education Program, "For the Sake of the Children," educates and focuses parents on the needs of their children in the context of divorce. It is designed to help all separating parents, and is an essential first step to mediation.

• Children's Therapeutic Group for children aged 8 to 12, assists children experiencing trauma, loss, and reorganization after divorce. This ten-week session is designed for children living in families experiencing severe parental conflict. There is also a shorter information and education session for children older than 12 years of age.

105

• Staff presentations on children and divorce to community organizations, and participation in various community and government committees.

Activities/Highlights in 2005/06

In 2005/06, the Family Conciliation program achieved the following accomplishments throughout the province:

• Provided high quality family conciliation services, which resulted in a total of 2,267 client service contacts and 3,070 clients served through the Parent Information Program, “For the Sake of the Children,” for which implementation and development has continued.

• Provided conciliation counselling services (18 client service contacts).

• Provided mediation services to 481 families.

• Completed a total of 230 court-ordered assessment reports.

• Provided Brief Consultation Services to 128 families.

• Delivered children's workshops, involving 29 children.

In addition to these accomplishments, ongoing activities in 2005/06 included:

• Continued public information and education, through numerous presentations and meetings, to inform the public of the needs of divorcing families, and the services provided by Family Conciliation.

• Continued education to describe the service to lawyers and the courts, to encourage more appropriate referral and utilization of the service.

• Continued to review and determine effective educational programming for divorcing/separating parents and their children such as the additional service for teens.

• Continued development and review of program guidelines.

• Continued use of focussed assessment services to meet the differential needs of families experiencing separation and divorce.

• Review of alternate dispute resolution services such as an Early Neutral Evaluation service for possible incorporation into Family Conciliation services.

• Continuation of the Brief Consultation Service to provide the court and families with consultation on matters before the court within a shorter time frame and with an emphasis on the “voice of the child” for children ages 11 to 16 and consultation in other matters related to children of all ages.

106

Fam

ily C

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2005

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2003

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2004

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2005

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2003

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2004

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2005

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2003

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2004

/05

2005

/06*

20

03/0

4 20

04/0

5 20

05/0

6 20

03/0

4 20

04/0

5 20

05/0

6

Cou

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Law

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Sel

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25%

4%

71%

-

19%

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1%

19%

4%

77%

-

7%

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26%

22

%

23%

62%

74

%

75%

5%

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-

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--

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--

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94

%

-

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-

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37

%

14%

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63

%

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--

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43

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10

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200

5/06

.

COMMUNITY SERVICE DELIVERY DIVISION

Divisional Goals • To develop and manage an integrated service delivery system in order to better address the needs of

Manitobans, and continually improve the quality, efficiency and accessibility of the services provided by the department.

Divisional Responsibilities • Delivers most of the department’s social services and income assistance programs to eligible

citizens. The Division operates through six branches: • Service Delivery Support • Rural and Northern Services • Winnipeg Services • Provincial Services • Manitoba Developmental Centre • Winnipeg Child and Family Services SERVICE DELIVERY SUPPORT Objectives • To provide program expertise and support to service delivery management and staff in both Rural

and Northern Services and Winnipeg Services. Responsibilities • Provides day-to-day policy and cross-program consultation and program expertise to service delivery

staff and management across the province. • Ensures that service delivery staff have up-to-date policy and program information and interpretation

by maintaining communication with the department’s three program divisions. • Supports program and policy development by ensuring that the field perspective and needs faced by

citizens using departmental services are communicated to the program divisions. • Investigates, analyzes and prepares briefing material on service-related issues. • Coordinates communication between program branches and the regional service delivery system. • Assists service delivery staff in establishing and maintaining working relationships with partner

agencies that provide services on the department’s behalf. • Assists regions in managing program budgets. • Reviews and evaluates service delivery practice and workloads to support continuous improvement in

service delivery.

108

• Provides business expertise to support integrated information technology initiatives. • Identifies and responds to new trends and issues resulting from operationalization of integrated

service delivery. • Coordinates training for divisional staff. • Ensures an emergency social services plan is in place and coordinates assistance to municipalities in

the event of an emergency or disaster. 09-5A Service Delivery Support

Expenditures by Sub-Appropriation

Actual 2005/06

$000

FTE

Estimate 2005/06*

$000

Variance

Over/(Under)

Expl. No.

Total Salaries and Employee Benefits 1,971.0 31.50 1,990.5 (19.5)

Total Other Expenditures 4,745.7 4,183.3 562.4

* The 2005/06 Estimate reflects amounts as displayed in the printed Main Estimates on behalf of the Department of

Family Services and Housing, as well as an allocation from Enabling Appropriations for unbudgeted severance pay and retiring benefits.

Activities/Highlights in 2005/06 • Continued to put in place processes and mechanisms to facilitate collaboration and sharing of

information and resources across regions. • Implemented a process for allocating, monitoring and tracking program funding provided to the

regions. • Provided case, clinical and issues management consultation to regional staff. • Participated in the continued development and enhancement of the Integrated Financial and Case

Tracking (inFACT) system. • Continued to build more formalized training at departmental/divisional levels. • Designed and delivered cross-program training to support integrated service delivery requirements.

• Created an Integrated Services Team to establish operational processes for an integrated service

environment. • Established an Agency Relations Unit to support the monitoring of agency operations and agency

accountability for the Supported Living Program. • Assisted in the training of agency staff on The Vulnerable Persons Living with a Mental Disability Act. • Provided Emergency Social Services training to 27 communities and 485 individuals. • Facilitated the training of 37 departmental staff in the Manitoba Emergency Management System and

facilitated the City of Winnipeg Social Services training.

109

• Assisted with federal training at the Canadian Emergency Management College (CEMC) in Ottawa

on three occasions; facilitated Emergency Social Services training with students enrolled in the University of Brandon’s Applied Disaster Emergency Studies.

• Participated on and contributed to a national committee (Council of Emergency Social Services

Directors) dealing with a broad range of issues, including defining guidelines for Emergency Social Services roles in a pandemic flu event and establishing a national framework on Emergency Social Services.

• Assisted in establishing an enhanced After Hours service for emergency calls outside Winnipeg. • Collaborated with the Services for Persons with Disabilities Division to review client requests for

medical supplies and equipment that are exceptional in nature. • Participated in the transition of selected residents from the Manitoba Developmental Centre to

community residences with Supported Living agencies. RURAL AND NORTHERN SERVICES Objectives • To deliver departmental social services, income assistance and child and family services to eligible

Manitobans in rural and northern regions of the province (Central, Eastman, Interlake, Northern, Parkland and Westman regions).

Major program areas within each region include: • Employment and Income Assistance • Supported Living • Vocational Rehabilitation Services • Children’s Special Services • Child Care • Child and Family Services (only in Eastman, Interlake, Parkland and Northern regions) • Family Conciliation (only in Westman, Parkland and Northern regions) • Emergency Social Services

Responsibilities • Provides Employment and Income Assistance to Manitobans in need. • Provides support to adults with a mental disability and their families, to assist adults with a mental

disability to live in the community in the least restrictive manner possible. • Delivers vocational rehabilitation programs to adults with a mental, physical, psychiatric or learning

disability. • Provides supports and services to families with children who have a developmental or physical

disability.

110

• Provides support to child care facilities to meet established standards of care, and ensures financial support for eligible families.

• Provides preventative services to families, to promote the well-being of the family unit through

education and community development activities. • Delivers child protection services to children who are at risk of abuse or neglect, provides support and

protective services to children in care. • Provides referral, conciliation, assessment and mediation services to families in dispute. • Ensures emergency social services plans are in place and provides assistance to local municipalities

in the event of an emergency or disaster. 09-5B Rural and Northern Services

Expenditures by Sub-Appropriation

Actual 2005/06

$000

FTE

Estimate 2005/06*

$000

Variance

Over/(Under)

Expl. No.

Total Salaries and Employee Benefits 18,401.1 343.61 18,788.0 (386.9)

Total Other Expenditures 3,238.5 2,515.6 722.9

1

* The 2005/06 Estimate reflects amounts as displayed in the printed Main Estimates on behalf of the Department of

Family Services and Housing, as well as an allocation from Enabling Appropriations for unbudgeted severance pay and retiring benefits.

1. The variance is due to higher operating costs.

Activities/Highlights in 2005/06 • Continued with a Business Planning process in each region, which will tie in with the annual

estimates process in 2006/07. • Continued the transfer of Child and Family Services caseloads and staff resources to Aboriginal

Authorities as part of the Aboriginal Justice Inquiry-Child Welfare Initiative (AJI-CWI). • Worked with cross-divisional partners to develop the Moving Forward presentation to be delivered to

all Rural and Northern Services staff. • Continued to better integrate the delivery of services to Manitobans eligible for more than one of the

department’s programs. • Participated in the government-wide Renewal initiative.

111

WINNIPEG SERVICES Objectives • To deliver departmental social services and income assistance to eligible Manitobans in Winnipeg, in

partnership with the Winnipeg Regional Health Authority.

Service delivery responsibilities are being transitioned into six community area pairings:

- River East/Transcona - Inkster/Seven Oaks - Point Douglas/Downtown - St. Boniface/St. Vital - Fort Garry/River Heights - St. James Assiniboia/Assiniboine South Major program responsibilities within each community area pairing will include: - Employment and Income Assistance - Supported Living - Vocational Rehabilitation Services - Children’s Special Services - Child Care - Emergency Social Services

The branch also operates two city-wide service units:

- The Centralized Services and Resources Unit, responsible for Residential Care Licensing and

several other specialized services, as well as for coordinating respite, transportation services and other resources across community areas.

- The Employment Initiatives and Intake Unit, to promote job opportunities and manage assistance

for applicants who do not have a disability and who have no dependent children.

In addition, the branch operates Family Conciliation Services which provides referral, court-ordered assessment services, conciliation, and mediation services to families in dispute.

Responsibilities • Provides Employment and Income Assistance to Manitobans in need. • Provides support to adults with a mental disability and their families, to assist adults with a mental

disability to live in the community in the least restrictive manner possible. • Delivers vocational rehabilitation programs to adults with a mental, physical, psychiatric or learning

disability. • Provides services and supports to families with children who have a developmental or physical

disability. • Provides support to child care facilities to meet established standards of care and ensures financial

support for eligible families. • Provides referral, conciliation, assessment and mediation services to families in dispute.

112

• Ensures an emergency social services plan is in place and provides assistance to the City of Winnipeg in the event of an emergency or disaster.

09-5C Winnipeg Services

Expenditures by Sub-Appropriation

Actual 2005/06

$000

FTE

Estimate 2005/06*

$000

Variance

Over/(Under)

Expl. No.

Total Salaries and Employee Benefits 25,017.9 478.00 25,421.5 (403.6)

Total Other Expenditures 3,573.6 3,386.6 187.0

* The 2005/06 Estimate reflects amounts as displayed in the printed Main Estimates on behalf of the Department of

Family Services and Housing, as well as an allocation from Enabling Appropriations for unbudgeted severance pay and retiring benefits.

Activities/Highlights in 2005/06 Winnipeg Integrated Services infrastructure development, in partnership with the Winnipeg Regional Health Authority • Implemented Team Manager forums for discussion of issues common to partner organizations. • Updated the Winnipeg Integrated Services strategic plan for 2006/07 to reflect work already

completed. • Produced and circulated quarterly newsletters for each paired community area and semi-annual

newsletters for programs. • Implemented an evaluation process in 2005/06. • Initiated construction of ACCESS Transcona, scheduled to be open to the public in the first quarter of

2006/07. • Co-located Winnipeg Regional Health Authority and Family Services and Housing staff at 677

Stafford Street in the River Heights/Fort Garry paired community area. Most community services are offered from this site with the exception of primary care, home care and environmental health.

Work process improvements • Implemented an integrated front-end process that ensures all walk-ins or call-ins are seen by on-call

professional staff who have been trained in the basics of all the Winnipeg Regional Health Authority and Family Services and Housing core programs at the 677 Stafford Street location in addition to ACCESS River East and St. James-Assiniboia/Assiniboine South community area. Integrated front-end staff were trained to connect citizens to proper services.

• Implemented and trained staff from both partner organizations in a service coordination protocol to improve service delivery to clients requiring access to multiple services or programs.

• Developed and implemented a “working alone policy” with staff from other partner organizations.

113

• Participated in the department’s renewal strategy. PROVINCIAL SERVICES Objectives • To administer income and housing benefits throughout the province. • To administer the delivery of Health Services benefits to Employment and Income Assistance

participants and children in care. Responsibilities • Provides assessment and processing of subsidies for the following programs:

- Income Benefits: Child Related Income Support Program (CRISP) 55 PLUS – A Manitoba Income Supplement Child Care Subsidies

- Housing Benefits: Shelter Allowances For Elderly Renters (SAFER) Shelter Allowances For Family Renters (SAFFR) School Tax Assistance for Tenants 55 Plus (STAT 55+) Rent Supplement Program

• Provides assessment and authorization for the delivery of Health Services benefits in accordance with approved fee schedules and/or letters of understanding to Employment and Income Assistance participants and children in care.

09-5D Provincial Services

Expenditures by Sub-Appropriation

Actual 2005/06

$000

FTE

Estimate 2005/06*

$000

Variance

Over/(Under)

Expl. No.

Total Salaries and Employee Benefits 2,013.9 47.00 2,090.3 (76.4)

Total Other Expenditures 586.4 601.9 (15.5)

* The 2005/06 Estimate reflects amounts as displayed in the printed Main Estimates on behalf of the Department of

Family Services and Housing, as well as an allocation from Enabling Appropriations for unbudgeted severance pay and retiring benefits.

Activities/Highlights in 2005/06 • Provided direct services to over 31,000 citizens across the province. (For further information and

statistics, please refer to the specific program sections under the Employment, Income and Housing, Services for Persons with Disabilities, and Child and Family Services divisions.)

• Processed approximately 38,400 claims for dental, optical or chiropractic services on behalf of EIA

participants and children in care.

114

MANITOBA DEVELOPMENTAL CENTRE Objectives • To provide long-term resident-centred care, supervision and developmental programs for adults with

a mental disability from all regions of Manitoba. • To enhance the quality of life for Manitobans who reside at the Manitoba Developmental Centre by

focusing on resident-centred services and continuous quality improvement. Responsibilities • Provides long-term residential care and programs in accordance with the vision shared by staff,

residents, family and the community and in accordance with accepted accreditation standards in the long-term care field.

• Provides services to Manitoba Developmental Centre residents including medical, pharmaceutical,

nursing, dental, physiotherapy, psychiatric, special diet, recreational, psychological and occupational therapy.

• Provides developmental program supports, including client assessment, communication, literacy, art,

pottery, music, personal development programs, chaplaincy services and vocational training. • Provides respite care and outreach services to assist community care providers in transitioning and

maintaining discharged residents in the community. • Explores opportunities for partnerships with community agencies to benefit the residents. • Maintains liaison with families of residents and encourages active participation in the residents’ care. • Provides orientation, training and ongoing education of staff targeted to Manitoba Developmental

Centre’s distinctive competencies, the development of leadership consistent with a team-based model of service delivery and progressive developments in the operation of Manitoba Developmental Centre.

• Manages authorized fiscal resources. 09-5E Manitoba Developmental Centre

Expenditures by Sub-Appropriation

Actual 2005/06

$000

FTE

Estimate 2005/06

$000

Variance

Over/(Under)

Expl. No.

Total Salaries and Employee Benefits 27,498.1

586.00 28,634.5 (1,136.4)

Total Other Expenditures 3,055.0 2,909.3 145.7

Activities/Highlights in 2005/06 • Provided quality long-term resident-centred care and developmental programs to an average daily

population of 386 residents.

115

• Completed Individual Planning for all residents as required by The Vulnerable Persons Living with a

Mental Disability Act; 100 per cent of Manitoba Developmental Centre residents have a current Individual Plan.

• Partnered with Supported Living agencies in the discharge of nine residents to community

placements. • Partnered with Manitoba Cancer Care Mobile Breast Screening Service to provide on site

examinations and mammograms for 29 Manitoba Developmental Centre residents. • Provided clinical placement for one Licensed Practical Nursing Student from Assiniboine Community

College; eight Health Care Aide students from Red River College; one Physiotherapy student from the University of Manitoba; one Bachelor of Science in Psychiatric Nursing from Brandon University; one Music Student from Canadian Mennonite University and one Music Therapy Intern from Capilano College.

• Continued quarterly and annual incident/risk reports to Executive Management. • Partnered with Red River College whereby 17 Psychiatric Nursing Assistants at Manitoba

Developmental Centre completed the Foundations coursework in the College’s Developmental Services Worker Program.

• Continued the commitment to sustainable development. There were approximately 20.3 metric

tonnes of product recycled in 2005/06. • Seventeen existing and 12 new Extended Care staff received orientation to Eden Alternative Care

Philosophy. All new employees are oriented in Systems Orientation. • Developed strategic objectives with Manitoba Developmental Centre managers for implementation of

the 2004-2007 Strategic Plan. • Electronic clinical documentation fully operational system for approximately 177 professional staff and

contracted physicians, psychiatrists and psychologists. • Began working with Stantec, an architectural consultant, to develop the Functional Space Program

and the master site plan for the major $40 million multi-year Manitoba Developmental Centre redevelopment initiative.

• Accreditation Survey was conducted by Canadian Council on Health Services Accreditation on October 11-14, 2005. Achieved three-year Accreditation status.

116

Manitoba Developmental Centre Admissions and Separations 1994/95 to 2005/06

Fiscal Year

Opening

Population

New

Admission

Re-

Admission

Total

Admissions

Discharges

Deaths

Closing

Population 1994/95 1995/96 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06

548 539 532 518 496 482 467 454 445 422 409 395

6 4 4 2 0 2 3 1 3 3 2 2

1 4 2 2 0 0 1 1 1 1 2 1

7 8 6 4 0 2 4 2 4 4 4 3

9 5

10 11

6 3 6 2

12 6 7 9

7 10 10 15

8 14 11

9 15 11 11 15

539 532 518 496 482 467 454 445 422 409 395 374

WINNIPEG CHILD AND FAMILY SERVICES Objectives • To provide a comprehensive continuum of child protection and family support services in Winnipeg in

accordance with The Child and Family Services Act and The Adoption Act. Responsibilities • Provides protection services to children at risk of abuse and neglect. • Develops and provides basic and specialized placement services to meet the needs of children in

care. • Provides preservation and reunification services to families. • Provides adoptive and post-adoptive services to children and families when reunification is no longer

an option. • Partners with the community to provide supportive and preventative services to families.

117

09-5F Winnipeg Child and Family Services

Expenditures by Sub-Appropriation

Actual 2005/06

$000

FTE

Estimate 2005/06*

$000

Variance

Over/(Under)

Expl. No.

Total Salaries and Employee Benefits 35,328.1 555.65 33,893.6 1,434.5

Total Other Expenditures 4,927.8 4,372.1 555.7

* The 2005/06 Estimate reflects amounts as displayed in the printed Main Estimates on behalf of the Department of

Family Services and Housing, as well as an allocation from Enabling Appropriations for workforce adjustments and for unbudgeted severance pay and retiring benefits.

Activities/Highlights in 2005/06 • Transfer of services under the Aboriginal Justice Inquiry-Child Welfare Initiative (AJI-CWI) began in

May and was completed in October. Under this initiative, 885 families and 1,694 children in care were transferred to the agencies of the Northern First Nations, Southern First Nations and Métis Child and Family Services Authorities.

• Human and financial resources were transferred commensurate with the volume of service being transferred and 114 staff formally began their secondments to the various agencies. In addition, 168 staff were assigned as permanent and temporary secondees to the program functions that were to become part of the Intake and Response agency to be mandated under the Southern First Nations Authority.

• While services and resources were being transferred, WCFS simultaneously reorganized its program and service structure to be consistent with the fundamental principles of Winnipeg Integrated Services. Staff and families and children in care receiving services were transferred internally, consistent with this realignment.

• The department and the Manitoba Government and General Employees Union developed processes to manage the return of seconded staff from Aboriginal agencies. During the course of the year, the secondments of eight staff were terminated as the result of the agencies hiring Aboriginal staff. All returning staff were placed in temporary or permanent assignments.

• An agreement was also reached on the process to be followed to meet the employment commitment made to staff. During the course of the year, reasonable job offers were finalized for 29 staff and work continued to meet this commitment to the remaining staff.

• WCFS continued to operate the Joint Intake Response Unit (JIRU) which serves as the centralized intake system for the four child welfare authorities in Winnipeg. JIRU expects to be an independent private agency by the fall of 2006. Through this past year, JIRU’s interim Board, management team and staff have worked together to define the service model, complete the corporate structure and establish the human resource system, and secure funding arrangements to ensure a successful launch. Plans for the renovation of the main office at 835 Portage Avenue have been developed and plans to develop two community resource centers are also underway.

• WCFS continued to work toward enhancing the Emergency Placement Resources (EPR) program as per the Office of the Children’s Advocate report on the WCFS emergency shelter system. An EPR policies and procedures manual has been developed and provided to all staff working in EPR.

118

• Throughout 2005/06, WCFS continued to foster cooperative relationships with collateral service providers with a view to offering community based programming for children and families. Some of the programs delivered include: − The Newcomer Women’s Tea, a support group for refugee women, is offered bi-monthly

at the Marlene Street Neighborhood Network site in the St. Vital community. This gathering, coordinated in partnership with the Youville Centre, provides women with social support and an opportunity to engage with service providers to learn about nutrition, healthcare, parenting and education in Canada.

− WCFS participated in the second Health Fair at Machray School, hosted by the Aiken’s Community Health Center which involved approximately 40 other social agencies that provide service in the area. Approximately 170 families participated in this opportunity to learn about community services and to meet and learn about each other.

− As part of the St James-Assiniboia Neighborhood Resource Network’s “Parenting Today’s Series,” the WCFS Community Program was an active partner and sponsor in organizing an evening drug awareness forum, “Rising to the Challenge of Drug Awareness and Addictions”. Panel speakers, small discussion groups and information booths were used to promote discussion with several hundred area students, youth and parents regarding the issues and possible solutions related to the complexities of addictions facing many in our communities.

− The WCFS Community Program offered a variety of programs throughout the City of Winnipeg. One of this year’s new programs was a “Munch, Mingle and Parenting” program. This program was run in collaboration with the Winnipeg Regional Health Authority and consisted of six weekly cooking sessions for low-income isolated mothers. At each session, participants cooked a healthy low-income meal and received information on positive parenting.

− A number of other programs were offered throughout the year, including “Active

Parenting Today”, “Mother Goose”, “Anger Management for Parents”, “Nobody’s Perfect”, “The Child Within’” and “Parenting a Child with ADD/ADHD”.

− The WCFS Branch continued to offer a Preventative Health Care program for children in care between the ages of 0 – 6 years. In collaboration with the Children’s Hospital, this program offers children access to nursing and medical assessments which includes retrieving and reviewing birth and health histories, immunization records, monitoring of growth and development, treatment of acute and chronic illnesses and parent education regarding health issues. The program provides service to an average of 300 children at any given time.

• Winnipeg Integrated Services planning continued to progress during the 2005/06 fiscal year. The Stafford Street office underwent renovations and became a service centre for the Community Area, co-locating a WCFS Family Service team with other Family Services and Housing and Winnipeg Regional Health Authority programs. Plans were confirmed for the Jefferson team to move into the integrated services site being developed in Seven Oaks, as well as the Ness team to co-locate with other services at 2015 Portage Avenue. Renovations of these sites should be completed in the fall of 2006. WCFS managers and staff have been participating in space development in the Downtown/Point Douglas area.

• WCFS supervisors are now participating on the leadership teams in each Community Area to advance plans for further integration of services.

119

• The WCFS management team began meeting with departmental officials and the Winnipeg Services Executive Director to develop a detailed transition plan for WCFS services to the Community Areas’ responsibility.

• WCFS provided field placement and supervision of 8 Bachelor of Social Work students from the University of Manitoba, Faculty of Social Work and the Winnipeg Educational Centre within the Family Service, Intake, Abuse, and Community programs.

• The WCFS pilot project proposal – “Empowering Social Workers in the Workplace: A Strength Based Strategy for Child Welfare” – was chosen by the Canadian Association of Social Workers for sponsorship. A Family Service Unit was selected to participate in this project and the outcomes and findings will be known in early summer 2006.

• WCFS has representation on the Departmental Renewal Committee and the Renewal @ Work activities have been communicated to all staff through meetings, mail-outs, and access to the Website. Some staff have participated in the training opportunities. Renewal has become a standing item at Management meetings.

• The River East Family Service Unit was the recipient of the department’s Excellence in Service- Team Award for their outstanding commitment to serving children and families throughout the AJI-CWI transition and move toward the integrated service model.

• The WCFS Foster Parent Training and Recognition Committee hosted a foster parent appreciation

luncheon in mid-March 2006; a workshop for foster parents on attachment by Dr. Sonya Vallet; and purchased a number of resource materials (i.e. books) for training.

• Approval was provided for a number of Family Support Coordinators and Family Support Workers to attend the Positive Parenting Program (Triple P) training. We look forward to continuing such training for staff and will be exploring the possibilities for foster parents to also participate.

• WCFS continued to partner with the CIBC World Market’s Children’s Miracle Fund which provides support to disadvantaged, at-risk children and youth in Winnipeg. Approximately 40 children received assistance, ranging from music equipment to camp registrations to travel costs. The $10,000 grant was fully utilized and much appreciated.

• WCFS continued to participate on the Advisory Committee of VOICES (Manitoba Youth in Care Network) and through the Keith Cooper Scholarship Fund, funded five youth to attend post-secondary education.

• WCFS has gone through the exercise of identifying vulnerabilities and risks, as well as completing a

‘Business Impact Analysis’ on identified services and functions of the Branch. This process involved identifying the ‘Minimum Operating Standard’ for each of these functions – as well as the essential personnel and infrastructure requirements to ensure this ‘Minimum Operating Standard’ is met. The next step will involve the development of strategies and alternatives to minimize the impact that an outage or disaster will have on the services we must deliver.

120

Dep

artm

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f Fam

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and

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enue

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the

year

s un

der r

evie

w.

122

DEPARTMENT OF FAMILY SERVICES AND HOUSING

RECONCILIATION STATEMENT

2005/06 DETAILS ESTIMATES

$000 2005/06 Main Estimates 969,278.4 Allocations of Funds From: - Enabling Appropriations 8,898.1*

2005/06 Estimates - Family Services and Housing 978,176.5 * Provides for increased salary costs related to workforce adjsutments and unbudgeted severance costs - $898.1, and

increased program funding for the Manitoba Shelter Benefit Program - $3,000.0 and Early Learning and Child Care Initiatives - $5,000.0.

123

Dep

artm

ent o

f Fam

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sing

Ex

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Estim

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pl.

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ropr

iatio

n

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005/

06

2004

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(Dec

reas

e)

No.

09

-3 S

ervi

ces

for P

erso

ns w

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isab

ilitie

s

(a) S

trate

gic

Initi

ativ

es a

nd P

rogr

am S

uppo

rt

$1

,403

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Sal

arie

s an

d E

mpl

oyee

Ben

efits

$1

,373

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$1,4

75.6

($10

2.2)

1,40

8.2

O

ther

Exp

endi

ture

s 1,

405.

5 1,

418.

6

(13

.1)

(b) A

dult

and

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ldre

n's

Pro

gram

s

1,

247.

8

S

alar

ies

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Em

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its

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14

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4.5

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res

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3

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4

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porte

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ving

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(4

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ldre

n's

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gram

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C

hild

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s S

peci

al S

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ces

18,5

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5.1

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omm

unity

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vice

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d C

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e 9,

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803.

9 6

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men

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me

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me

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nce

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39,2

24.4

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nce

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ocat

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(c

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mis

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alar

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2

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0

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8)

124.

5

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ther

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endi

ture

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92.5

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72,4

69.3

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l 09-

3 $3

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10.7

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47,4

91.5

$28,

819.

2

126

Dep

artm

ent o

f Fam

ily S

ervi

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and

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sing

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nditu

re S

umm

ary

($

000'

s)

for t

he fi

scal

yea

r end

ed M

arch

31,

200

6 w

ith c

ompa

rativ

e fig

ures

for t

he p

revi

ous

year

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timat

e

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ctua

l A

ctua

l In

crea

se/

Expl

.

2005

/06a)

b)

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ropr

iatio

n

2

005/

06

2004

/05

(Dec

reas

e)

No.

09

-4 C

hild

and

Fam

ily S

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ces

(a) S

trate

gic

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ativ

es a

nd P

rogr

am S

uppo

rt

$978

.6

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alar

ies

and

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ploy

ee B

enef

its

$960

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$955

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$5.7

29

1.2

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ther

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endi

ture

s 29

0.0

288.

7 1.

3

Abo

rigin

al J

ustic

e In

quiry

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hild

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fare

1,

855.

6

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ativ

e 1,

846.

2 2,

073.

3 (2

27.1

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(b

) Chi

ld P

rote

ctio

n

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alar

ies

and

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ploy

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enef

its

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41.3

1,

433.

0

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er E

xpen

ditu

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1,57

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4)

14

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utho

ritie

s an

d M

aint

enan

ce o

f Chi

ldre

n 15

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867.

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he F

amily

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port

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vatio

ns F

und

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date

d

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genc

ies

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6.4

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0 72

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mun

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uppo

rt

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ld C

are

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d E

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efits

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2 96

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285.

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73

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inan

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and

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nts

76,6

28.9

64

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amily

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lenc

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reve

ntio

n

541.

3

Sal

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s an

d E

mpl

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efits

59

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55

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35

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92.9

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90.0

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xter

nal A

genc

ies

10,1

94.1

9,

909.

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omm

unity

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port

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5.2

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ies

and

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7

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ncie

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50,2

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l 09-

4 $2

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73.6

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36,3

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127

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artm

ent o

f Fam

ily S

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and

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nditu

re S

umm

ary

($

000'

s)

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he fi

scal

yea

r end

ed M

arch

31,

200

6 w

ith c

ompa

rativ

e fig

ures

for t

he p

revi

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year

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timat

e

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ctua

l A

ctua

l In

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se/

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.

2005

/06a)

b)

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ropr

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005/

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2004

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(Dec

reas

e)

No.

09-5

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mun

ity S

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ce D

eliv

ery

(a

) Ser

vice

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y S

uppo

rt

$1

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alar

ies

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l Ass

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vice

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5,54

6.5

128

1. T

he v

aria

nces

are

prim

arily

due

to p

ositi

on v

acan

cies

in 2

004/

05.

2.

The

var

ianc

es re

flect

the

first

yea

r of o

pera

tion

for t

his

bran

ch.

3.

The

var

ianc

e is

prim

arily

due

to a

dec

reas

e in

the

case

load

, par

tially

offs

et b

y an

incr

ease

in th

e co

st p

er c

ase.

4. T

he v

aria

nce

is p

rimar

ily d

ue to

a d

ecre

ase

in th

e re

cipi

ent b

ase

and

a re

duct

ion

in a

vera

ge b

enef

its fo

r qua

lifie

d re

cipi

ents

un

der t

he S

helte

r Allo

wan

ces

for E

lder

ly R

ente

rs (S

AFE

R) P

rogr

am.

5. T

he v

aria

nce

is p

rimar

ily d

ue to

ann

ualiz

atio

n of

incr

ease

s ap

prov

ed p

art y

ear i

n 20

04/0

5 in

add

ition

to n

ew v

olum

e an

d pr

ice

incr

ease

s ap

prov

ed fo

r 200

5/06

.

6. T

he v

aria

nce

is p

rimar

ily d

ue to

sal

ary

incr

ease

s of

2%

and

7%

for e

arly

chi

ldho

od e

duca

tors

effe

ctiv

e A

pril

1, 2

005

and

July

1, 2

005

resp

ectiv

ely.

The

se in

crea

ses

wer

e pr

imar

ily d

ue to

the

Mov

ing

Forw

ard

on E

arly

Lea

rnin

g an

d C

hild

Car

e (E

LCC

) agr

eem

ent w

ith th

e fe

dera

l gov

ernm

ent.

The

incr

ease

can

als

o be

attr

ibut

ed to

ann

ualiz

atio

n of

incr

ease

s ap

prov

ed

part

year

in 2

004/

05.

7. T

he v

aria

nce

is p

rimar

ily d

ue to

incr

ease

s in

the

cost

per

cas

e an

d ca

selo

ad.

The

incr

ease

can

als

o be

attr

ibut

ed to

an

nual

izat

ion

of th

e in

crea

ses

to th

e N

orth

ern

Allo

wan

ce, t

he ru

ral l

iver

y ra

tes

and

the

City

of W

inni

peg

taxi

cab

rate

incr

ease

ap

prov

ed p

art y

ear i

n 20

04/0

5. A

dditi

onal

ly, e

ffect

ive

Febr

uary

200

6 no

rther

n ho

useh

olds

rece

ived

a $

25.0

0/m

onth

incr

ease

fo

r the

Ene

rgy

Cos

t Ben

efit.

8. T

he v

aria

nce

is p

rimar

ily d

ue to

incr

ease

s in

bot

h vo

lum

e an

d th

e av

erag

e co

st o

f pre

scrip

tions

. In

add

ition

, the

re w

ere

incr

ease

d co

sts

for b

oth

dent

al a

nd o

ptic

al s

ervi

ces.

9. T

he v

aria

nce

is p

rimar

ily a

ttrib

utab

le to

incr

ease

d co

sts

at th

e G

ener

al C

hild

and

Fam

ily S

ervi

ces

Aut

horit

y - W

inni

peg

Chi

ld

and

Fam

ily S

ervi

ces

and

Chi

ld a

nd F

amily

Ser

vice

s of

Wes

tern

Man

itoba

. A

dditi

onal

ly, t

here

wer

e in

crea

sed

cost

s in

fina

ncia

l as

sist

ance

for C

hild

Mai

nten

ance

.

10. T

he v

aria

nce

is th

e re

sult

of th

e E

LCC

agr

eem

ent w

hich

incl

udes

a 7

% in

crea

se in

uni

t fun

ding

effe

ctiv

e Ju

ly 2

005,

add

ition

al

fund

ed s

pace

s, T

uitio

n S

uppo

rt P

rogr

am, E

xcep

tiona

l Circ

umst

ance

s, C

olle

ge E

xpan

sion

and

Man

itoba

Chi

ld C

are

Ass

ocia

tion

Acc

redi

tatio

n S

yste

m.

11. T

he v

aria

nce

is p

rimar

ily d

ue to

the

Abo

rigin

al J

ustic

e In

quiry

– C

hild

Wel

fare

Initi

ativ

e ca

se a

nd re

sour

ce tr

ansf

er p

roce

ss, a

nd

incr

ease

s re

sulti

ng fr

om th

e co

llect

ive

agre

emen

t and

mer

it in

crem

ents

.

NO

TES:

a) T

h e 2

005/

06 E

stim

ate

refle

cts

amou

nts

as d

ispl

ayed

in th

e pr

inte

d M

ain

Est

imat

es o

n be

half

of th

e D

epar

tmen

t of F

amily

S

ervi

ces

and

Hou

sing

, as

wel

l as

allo

catio

ns fr

om th

e E

nabl

ing

App

ropr

iatio

ns fo

r wor

kfor

ce a

djus

tmen

ts a

nd u

nbud

gete

d se

vera

nce

cost

s - $

898.

1, a

nd in

crea

sed

prog

ram

fund

ing

for t

he M

anito

ba S

helte

r Ben

efit

Pro

gram

- $3

,000

.0 a

nd th

e E

LCC

ag

reem

ent -

$5,

000.

0.

b) T

he 2

004/

05 d

ata

has

been

reor

gani

zed

to re

flect

the

2005

/06

appr

opria

tion

stru

ctur

e.

129

(Page 130 left intentionally blank)

130

Manitoba Housing and Renewal Corporation (MHRC) FINANCIAL STATEMENTS FOR THE YEAR ENDING

MARCH 31, 2006

MANAGEMENT REPORT

The accompanying financial statements of The Manitoba Housing and Renewal Corporation are the responsibility of management and have been prepared in accordance with the accounting policies stated in the financial statements. These accounting policies have been applied on a basis consistent with that of the preceding year. In management's opinion, the financial statements have been properly prepared within reasonable limits of materiality, incorporating management's best judgment regarding all necessary estimates and all other data available up to June 30, 2006. Management maintains internal controls to provide reasonable assurance of the reliability and accuracy of the financial information and that the assets of The Manitoba Housing and Renewal Corporation are properly safeguarded. The responsibility of the Office of the Auditor General of the Province of Manitoba is to express an independent, professional opinion on whether the financial statements of The Manitoba Housing and Renewal Corporation are fairly presented in accordance with the accounting policies stated in the notes to the financial statements. The Auditor's Report outlines the scope of the audit examination and provides the audit opinion.

On behalf of Management Original signed by: Henry Bos, Director, Corporate Services June 30,2006 Original signed by: Joy Cramer, Assistant Deputy Minister June 30,2006

132

500 - 330 Portage Avenue Winnipeg, Manitoba CANADA R3C OC4

AUDITORS' REPORT

To the Legislative Assembly of Manitoba To the Board of Directors of The Manitoba Housing and Renewal Corporation We have audited the balance sheet of The Manitoba Housing and Renewal Corporation as at March 31, 2006 and the statements of operations, The Manitoba Housing and Renewal Fund Deficit and cash flows for the year then ended. These financial statements are the responsibility of the Corporation's management. Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we plan and perform an audit to obtain reasonable assurance whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. In our opinion, these financial statements present fairly, in all material respects, the financial position of the Corporation as at March 31, 2006 and the results of its operations and its cash flows for the year then ended in accordance with Canadian generally accepted accounting principles. “Original signed by” Office of the Auditor General Winnipeg, Manitoba June 30,2006

133

THE MANITOBA HOUSING AND RENEWAL CORPORATION BALANCE SHEET MARCH 31, 2006

A S S E T S

2006 2005

Cash (note 3) $ 75,156,460 $ 74,459,864 Accounts receivable and accruals (note 4) 38,433,543 35,581,085 Prepaid expenses 3,919,879 2,670,964 Loans and mortgages receivable (note 5) 155,989,518 160,790,395 Investment in land and housing:

Housing projects (note 6) 72,951,628 78,391,434 Housing investment (note 7) 1,666,590 1,958,554 Land development costs 3,532,329 3,017,886 Land (note 9) 11,407,929 11,493,954

89,558,476 94,861,828

$363,057,876 $368,364,136

LIABILITIES AND FUND BALANCE Accounts payable, holdbacks and accruals $ 35,239,830 $ 36,539,162 Deferred revenue (note 10) 2,158,656 2,133,690 Long-term debt (note 11) 497,787,420 507,853,404 Risk reserve fund (note 12) 10,430,339 10,131,280 Deferred contributions (note 12) 61,331,375 57,234,663 The Manitoba Housing and Renewal Fund Deficit (243,889,744) (245,528,063) Contingencies (note 21) Commitments (note 22) Guarantees (note 23)

$363,057,876 $368,364,136 Approved by the Board of Directors: Original Signed by Orignal Signed by Joy Cramer Director Grant Doak Director

(see accompanying notes)

134

THE MANITOBA HOUSING AND RENEWAL CORPORATION STATEMENT OF OPERATIONS YEAR ENDED MARCH 31, 2006

2006 2005 Revenue:

Grants from the Province of Manitoba (note 13) $ 38,830,779 $ 37,115,583

Contributed services (note 14) 2,532,900 2,382,300 Rental revenue (note 15) 63,011,604 62,431,244 Subsidy contributions 68,637,291 72,430,727 Interest: Loans and mortgages 15,673,102 16,262,934 Bank and other 44,934 39,127

15,718,036 16,302,061

Sales of land - joint venture (note 8) 3,896,868 3,424,133 Other 125,559 25,219

192,753,037 194,111,267 Expenses:

Housing operations (note 15) 113,295,512 111,324,018 Rental subsidies (note 16) 43,636,491 45,175,501 Grants and subsidies (note 17) 3,225,661 3,719,503 Interest expense (note 18) 15,454,791 16,050,126 Administrative services (note 14) 1,559,700 1,386,300 (Gain) loss on sale of housing projects and land (414,035) (116,843) (Recovery) of provision for loss and write downs (68,271) (24,894) Cost of land sales - joint venture 2,822,439 2,651,850 Repair and renovation expense (note 14) 9,912,681 12,003,282 Other 838,511 469,484 Pension (note 19) 851,238 (34,174)

191,114,718 192,604,153 Excess of revenue over expenses $ 1,638,319 $ 1,507,114

(see accompanying notes)

135

THE MANITOBA HOUSING AND RENEWAL CORPORATION STATEMENT OF THE MANITOBA HOUSING AND RENEWAL FUND DEFICIT

YEAR ENDED MARCH 31, 2006

2006 2005

Deficit at beginning of year as previously reported $(245,528,063) $(247,035,177) Add – excess of revenue over expenses 1,638,319 1,507,114 Deficit at end of year $(243,889,744) $(245,528,063)

(see accompanying notes)

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THE MANITOBA HOUSING AND RENEWAL CORPORATION STATEMENT OF CASH FLOWS YEAR ENDED MARCH 31, 2006

2006 2005 Cash provided by (used for): Operating activities:

Excess of revenue over expenses $ 1,638,319 $ 1,507,114

Add (deduct) items not involving cash: Amortization 8,366,084 8,723,797 (Recovery) of provision for loss and write downs (68,271) (24,894) Gain on sale of housing projects and land (414,035) (116,843) Federal subsidies - housing projects ( 743,433) ( 743,433)

8,778,664 9,345,741

Net change in non-cash balances related to operations: Accounts receivable and accruals (2,852,458) (11,320,815) Prepaid expenses (1,248,915) (83,182) Accounts payable, holdbacks and accruals (1,299,332) (793,098) Deferred revenue 24,966 (107,433) Deferred contributions 4,096,712 5,020,133 Land development costs in joint venture (note 8) 764,478 858,465 Land in joint venture (note 9) 248,347 273,583 Risk reserve fund 299,059 (1,897,950)

8,811,521 1,295,444 Financing activities:

Borrowings 4,617,798 1,049,437 Repayment of borrowings (14,683,782) (13,601,883)

(10,065,984) (12,552,446) Investing activities:

Additions to land and housing (3,555,959) (1,958,218) Additions to loans and mortgages (42,024) (41,945) Proceeds from sale of housing projects and land 637,870 416,034 Proceeds from repayment of loans and mortgages 4,911,172 5,149,744

1,951,059 3,565,615 Increase (decrease) in cash 696,596 (7,691,387) Cash at beginning of year 74,459,864 82,151,251 Cash at end of year $75,156,460 $74,459,864

(see accompanying notes)

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138

THE MANITOBA HOUSING AND RENEWAL CORPORATION

NOTES TO FINANCIAL STATEMENTS - MARCH 31, 2006 1. Authority

The Manitoba Housing and Renewal Corporation (MHRC) operates under the authority of The

Housing and Renewal Corporation Act, being Chapter H 160 Revised Statutes of Manitoba 1987.

The purposes and objects of the Act are:

a) to ensure that there is an adequate supply of housing stock in Manitoba;

b) to enhance the affordability of, and accessibility to, adequate housing for Manitobans,

particularly those of low and moderate income and those with specialized needs;

c) to maintain and improve the condition of existing housing stock; and

d) to stimulate and influence the activities of the housing market to the benefit of Manitobans as a

whole.

MHRC is under the management and control of a Board of Directors appointed by the Lieutenant

Governor in Council. The board shall consist of not fewer than five members and not more than 13

members and the Lieutenant Governor in Council may designate one of the members of the board as

chairperson and one member as vice-chairperson.

The Corporation is economically dependent on the Government of the Province of Manitoba.

These financial statements include, in note 15, the operating results of MHRC owned properties

which are managed by The Manitoba Housing Authority (MHA). MHA was incorporated in 1992 as

an agency of MHRC.

MHA is under the management and control of a Board of Directors who are appointed by the Minister

of Family Services and Housing.

2. Significant accounting policies

a) Basis of accounting

The Corporation's financial statements are prepared using Canadian generally accepted

accounting principles.

b) Loans and mortgages receivable

Loans and mortgages receivable are valued at principal amounts less an allowance for loan

impairment.

c) Loan forgiveness

Loan forgiveness for forgivable loans is approved in accordance with the terms of the loan

agreements. The Corporation records an asset valuation allowance equal to the amount of the

loan at the time the loan is granted. As forgiveness conditions are met by the borrower, the

Corporation records the annual forgiveness by reducing both the forgivable loan and the

accompanying valuation allowance.

d) Allowance for loan impairment

The Corporation maintains an allowance for loan impairment, which reduces the carrying value

of loans and mortgages receivable to their estimated realizable amounts. Depending on the

program under which the loan or mortgage is made, estimated realizable amounts are

determined with reference to the Corporation’s historical loss experience on similar loans or the

appraised value of the project financed by the loan or mortgage.

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Specific allowances are established for individual loans and mortgages for which the estimated

realizable amount is less than the carrying value. The Corporation does not provide any

additional non-specific, general provision for loan impairment. The Corporation’s Board of

Directors has approved a policy which defines whether an individual mortgage or loan balance is

to be considered impaired based on the time period that it has been in arrears.

e) Housing projects and amortization

i) Social housing projects are valued at cost less accumulated amortization.

ii) Market housing projects are valued at the lesser of cost less accumulated amortization and

net realizable value.

iii) Cost includes direct construction costs, land acquisition costs and interest and other related

carrying charges incurred during the period of construction.

iv) Housing projects which are declared abandoned or surplus to the needs of the Corporation

are valued at the lesser of cost less accumulated amortization and net realizable value.

v) Housing projects are amortized on a straight-line basis over their estimated useful lives as

follows:

Wood buildings – 25 years

Brick buildings – 40 years

f) Housing investment

Housing investment is valued at cost less accumulated amortization. Annual amortization is

recorded on a straight-line basis over the estimated useful lives as follows:

Wood buildings – 25 years

Brick buildings – 40 years

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g) Interest in joint venture

The interest in joint venture is recognized using the proportionate consolidation method.

Proportionate consolidation is a method of accounting and reporting whereby MHRC's prorata

share

of each of the assets, liabilities, revenues and expenses of the joint venture is combined on a

line by line basis with similar items in MHRC's financial statements.

h) Land

Land is valued at the lower of cost and appraised value adjusted for estimated disposition costs,

except for land leased to co-operatives. Cost includes acquisition costs and related carrying

costs. The carrying costs of the land, which include interest, planning and development costs,

grants in lieu of taxes, less revenue derived from use of undeveloped land, were capitalized to

land to March 31, 1993. Effective April 1, 1993 the carrying costs are charged annually to

operations. Cost for land acquired after March 31, 1993 consists of the original purchase price.

Land leased to co-operatives is valued at original cost. The Corporation incurs no liabilities or

obligations with respect to the lessees' buildings situated on the land. The carrying costs of the

land, net of lease revenue, are charged annually to MHRC operations.

i) Land development costs

Land development costs include interest, planning, development and administrative costs.

These costs are capitalized as land development costs to the date of sale of the related land.

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j) Revenue recognition

Grants are recognized as revenue when received or receivable if the amount to be received can

be reasonably estimated and collection is reasonably assured.

Rental revenue is recognized in the fiscal period during which the service is provided.

Subsidy contributions are recognized on an accrual basis in the fiscal period to which they

relate. Interest is recognized on an accrual basis in the fiscal period in which it is earned.

k) Interest capitalization

Interest costs on financing related to housing projects and housing investments are capitalized

to the date of completion.

l) Pension costs and obligations

Current service contributions for MHA employees are recognized as operating expenses. The

Corporation has no further liability associated with the annual cost of pension benefits earned by

MHA employees.

The Corporation has a liability associated with the annual cost of pension benefits earned by the

former Department of Family Services and Housing employees who were transferred to the

Corporation on February 8, 2003.

m) Contributed and administrative services

Under an agreement entered into between The Manitoba Housing and Renewal Corporation and

the Department of Family Services and Housing, in 1984, the Department provides

administrative

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services to MHRC at no cost. The value of these contributed and administrative services is recorded as

revenue and expenses.

n) Modernization and improvement

Modernization and improvement costs are recognized as expenses in the fiscal period in which

they are incurred.

o) Financial instruments

i) Financial Risk

Financial risk is the risk to the Corporation’s operations that arises from fluctuations in

interest rates, and the degree of volatility of those rates. The Corporation does not use

derivative instruments to reduce its exposure to interest risk. This risk is mitigated through

the almost exclusive use of fixed rate terms for its mortgages and loans receivable and its

long-term debt.

ii) Credit Risk

Credit risk arises from the potential that a counterparty to an agreement with the

Corporation will fail to perform its obligations. The Corporation conducts an assessment of

credit issues prior to committing to such agreements and it actively monitors the credit risks

associated with its accounts receivable and loans and mortgages receivable on an ongoing

basis.

iii) Fair Value

There is no secondary market for many of the financial assets in which the Corporation

invests or for the debt it issues. These circumstances, together with the uncertainty and

potentially broad range of outcomes pertaining to the future cash flows related to these

items, render the calculation of fair values, with appropriate reliability, impractical.

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p) Use of estimates

The preparation of financial statements in conformity with Canadian generally accepted

accounting principles requires management to make estimates and assumptions that affect the

reported amounts of assets and liabilities and disclosures of contingent assets and liabilities at

the date of the financial statements and the reported amounts of revenue and expenses during

the reporting period. Actual results could differ from these estimates.

3. Cash

2006 2005

On deposit with the Minister of Finance: Trust deposits $51,970,349 $52,971,487 Risk reserve fund (note 12) 10,430,339 10,131,280 Mobile home loan guarantee program fund (note 23) 852,297 829,386 Noon meal program 240,984 196,359

63,493,969 64,128,512

Bank 11,654,216 10,323,177 Petty cash 8,275 8,175 Cash $75,156,460 $74,459,864

4. Accounts receivable and accruals

2006 2005

Canada Mortgage and Housing Corporation $16,665,044 $ 13,682,634

Government of the Province of Manitoba and its agencies 5,028,561 7,772,818

Rent receivables - net of allowance of $6,020,436 (2005 - $5,824,480) 1,789,690 1,854,119

Accrued interest on loans and mortgages receivable 465,437 473,295

City of Winnipeg - net of allowance of $67,927 (2005 - $67,927) 112,991 61,059

Other - net of allowance of $12,347 (2005- $12,347) 8,714,222 6,930,800

Government of the Province of Manitoba - pension recoverable (note 19) 5,657,598 4,806,360

Accounts receivable and accruals $38,433,543 $35,581,085

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5. Loans and mortgages receivable

a) Composition of loans and mortgages receivable

2006 2005

Federal/Provincial Housing:

Private Non-Profit Housing Program $100,616,077 $102,432,079

Rural and Native Housing Program 12,030 24,342

Urban Native Housing Program 34,513,805 36,471,425

135,141,912 138,927,846

Market Rental Programs:

Co-operative HomeStart Program 8,339,559 8,417,204

Co-operative Index Linked Program 7,876,860 8,303,649

Manitoba Rural RentalStart Program 281,739 555,191

Manitoba Senior RentalStart Program 4,487,615 4,579,480

20,985,773 21,855,524

Other Programs:

Community Residences Program 4,602,502 4,984,541

Market Homeowner Programs 103,161 130,405

Homeowner Rehabilitation Programs 299,509 469,099

Other 910,263 573,140

5,915,435 6,157,185

162,043,120 166,940,555

Less - allowance for loan impairment 6,053,602 6,150,160

Loans and mortgages receivable $155,989,518 $160,790,395

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Loans and mortgages receivable bear interest at various rates between 0% and 13.5% with

maturities at various dates to 2024.

In addition to the loans and mortgages above, forgivable loans outstanding in the amount of

$59,271,881 (2005 - $41,443,304) have been approved in accordance with the terms of the loan

agreements. An asset valuation allowance equal to the amount of outstanding forgivable loans has

been recorded by the Corporation.

b) Allowance for loan impairment

The allowance for loan impairment is comprised of the following specific provisions:

2006 2005

Market rental programs $5,878,426 $6,021,356

Other programs 175,176 128,804

$6,053,602 $6,150,160

6. Housing projects

2006 2005

Housing Projects:

Land $ 21,742,696 $ 21,742,696

Buildings 384,830,672 384,476,242

406,573,368 406,218,938

Under construction 1,962,010 431,558

408,535,378 406,650,496

Less - financing provided by CMHC 4,080,145 4,823,578

404,455,233 401,826,918

Less - accumulated amortization 331,503,605 323,435,484

Housing projects $ 72,951,628 $ 78,391,434

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7. Housing investment

Housing investment represents MHRC's share in social housing projects, which until October 1, 1998

were administered by CMHC and subsequently have been administered by MHRC, under the Rural

and Native Housing Program.

On September 3, 1998, MHRC and CMHC executed a Declaration of Trust by which CMHC has

transferred their ownership interest in cost-shared and 100% CMHC funded Public Housing projects

to MHRC, as trustee. MHRC’s interest in these projects will be earned over the remainder of each

project’s CMHC subsidy commitment period, in amounts which will correspond to the annual

amortization of the assets. No increase in housing investment has been recorded by MHRC.

8. Joint venture

The Corporation contributed 179 acres of land, at appraised value, to a joint venture with Ladco

Company Limited on May 11, 1989. The appraised value of the land at that time, adjusted for

subsequent sales, was $1,557,202 (2005 - $1,805,549) and is included in joint venture land in note

9. The joint venture activities include the servicing, development and sale of approximately 476

acres of land in the City of Winnipeg, Manitoba. In accordance with the terms of the agreement, the

Corporation has provided loan guarantees for the purposes of the joint venture development in an

amount not to exceed $2,400,000 (note 23).

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The following is a summary of the Corporation's pro rata share of the assets, liabilities, revenues and

expenses of the Ladco Company Limited joint venture.

2006 2005

Current Assets:

Cash and short term investments $ 403,336 $ 457,486

Accounts receivable from land sales 3,535,415 2,793,357

3,938,751 3,250,843

Long Term Assets:

Development in progress 1,026,648 1,791,126

Total Assets $4,965,399 $5,041,969

Current Liabilities:

Accounts payable and accrued liabilities 47,781 1,164,796

Net Assets $4,917,618 $3,877,173

Sales of land 3,896,868 3,424,133

Cost of land sales 2,574,091 2,378,661

Gross margin 1,322,777 1,045,472

Expenses:

Interest on bank indebtedness 13,421 20,329

General 103,520 171,207

Other 165,390 80,793

Total expenses 282,331 272,329

Net income for the year $1,040,446 $ 773,143

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9. Land

2006 2005

Future development or sale $ 8,116,335 $ 7,954,013

Leased to co-operatives 1,734,392 1,734,392

Joint venture 1,557,202 1,805,549 Land $11,407,929 $11,493,954

10. Deferred revenue

2006 2005

Manitoba Housing Authority tenant prepaid rent $1,839,015 $1,841,841 Other prepaid land lease and subsidy

contribution received in advance 319,641 291,849

Deferred revenue $2,158,656 $2,133,690

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11. Long-term debt

2006 2005

Government of the Province of Manitoba:

Advances, convertible to long-term advances, at prime interest rates $ 7,384,038 $ 2,878,758

Long-term advances, at interest rates from 4.75% to 13.375% maturing at various dates to 2030 and requiring annual principal and interest payments of $38,893,348 (2005 - $38,808,590) 316,465,298 325,619,142

Canada Mortgage and Housing Corporation:

Long-term advances, at interest rates from 5.67% to 8.625% maturing at various dates to 2030 and requiring annual principal and interest payments of $14,624,154 (2005 - $15,112,820) 170,993,655 176,348,345

Mortgages payable (assumed on property acquisitions), at interest rates from 5.125% to 9.625% maturing at various dates to 2030 and requiring annual principal and interest payments of $325,260 (2005 - $325,260) 2,944,429 3,007,159

Long-term debt $497,787,420 $507,853,404 Principal repayments on the long-term debt are estimated as follows:

2007 $ 15,716,037

2008 16,119,058

2009 17,405,405

2010 18,780,128

2011 20,297,450

Subsequent to 2012 409,469,342

$497,787,420

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12. Deferred contributions and risk reserve fund

Pursuant to the Social Housing Agreement executed by MHRC and CMHC, CMHC will pay fixed

annual contributions to MHRC for individual housing projects over the remainder of the CMHC

subsidy commitment period. The Agreement took effect October 1, 1998 and has a funding

expiration date of August 31, 2031. The Agreement provides that a specified amount of the annual

federal contributions must be applied toward housing programs, which assist low income households,

as defined in the Agreement. The portion of federal contributions that may be applied toward other

housing programs is similarly specified. Unexpended federal contributions are carried forward by

MHRC for future use, but such contributions must be fully used, in accordance with the Agreement,

by the funding expiration date of August 31, 2031.

Pursuant to the Social Housing Agreement dated September 3, 1998 between CMHC and MHRC,

CMHC made a one-time payment of $12,700,000 to MHRC in 1999. This amount was provided for

the purpose of mitigating future operating risks associated with MHRC’s financial responsibility for

housing programs transferred from CMHC pursuant to the Agreement. This amount has been

recorded as a risk reserve fund and is increased by interest earned thereon and is reduced as the

Corporation incurs expenses as a result of the identified risks.

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13. Grants from the Province of Manitoba

2006 2005

Department of Family Services and Housing: MHRC operating programs $28,438,876 $28,927,222 MHRC administration 6,608,724 4,805,078 Grants and subsidies 2,557,967 2,953,528

37,605,567 36,685,828

Grants recovered from the Department of Finance: School Tax Assistance for Tenants 55 Plus Program 373,974 463,929

Pension recovery (note 19) 851,238 (34,174)

Grants from the Province of Manitoba $38,830,779 $37,115,583

14. Contributed and administrative services

2006 2005

Administrative services provided by the Department of Family Services and Housing were allocated as follows:

- included in the Statement of Operations,

Administrative Services $ 587,100 $ 582,700

- included in administration expenses in note 15, Manitoba Housing Authority Housing Operations 1,356,600 998,300

- included in administration expenses in note 15,

Sponsor Managed Housing Operations 17,600 18,300

- included in Rental Subsidies, note 16 428,800 302,100

- included in Statement of Operations, Repair and renovation expense 142,800 480,900

Total Department of Family Services and Housing administrative services provided $2,532,900 $2,382,300

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15. Housing operations

The management and operation of all MHRC social housing projects are the responsibility of the

Manitoba Housing Authority and sponsor managed groups. Their operating results are:

Manitoba Housing Sponsor Authority Managed Managed 2006 2005 Revenue Rental revenue $50,600,634 $12,410,970 $63,011,604 $62,431,244 Expenses Administration (note 14) 14,268,800 1,689,254 15,958,054 14,823,119 Property operating 44,635,318 8,150,505 52,785,823 50,410,490 Grants in lieu of taxes 8,966,045 1,498,850 10,464,895 10,536,176 Amortization and interest 28,530,981 5,555,759 34,086,740 35,554,233 96,401,144 16,894,368 113,295,512 111,324,018 Operating loss $45,800,510 $ 4,483,398 $ 50,283,908 $ 48,892,774

16. Rental subsidies

Pursuant to the Social Housing Agreement executed by MHRC and CMHC on September 3, 1998

which took effect October 1, 1998, CMHC transferred its ownership interest in Public Housing

Projects to MHRC in accordance with a Declaration of Trust, and MHRC has assumed sole

responsibility for operating policy decisions relating to these projects. Previous agreements provided

for the two parties to exercise joint control over operating policies. Rental subsidies are provided

through agreements with third parties for which MHRC has assumed operating policy responsibility.

The net rental subsidies required by these organizations are:

2006 2005

Not for profit housing corporations $26,304,434 $27,171,730

Co-operative housing corporations 3,863,318 3,855,245

Private landlords 4,159,927 4,539,667

Property management agreements 9,308,812 9,608,859

Net rental subsidies $43,636,491 $45,175,501

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17. Grants and subsidies

2006 2005

Shelter Allowance for Family Renters $ 903,757 $ 964,523

Shelter Allowance for Elderly Renters 1,654,211 1,989,006

School Tax Assistance for Tenants 55 Plus Program 373,973 463,928

Elderly & Infirm Persons Housing 155,423 155,423

Co-op Homestart Program 138,297 146,623

$3,225,661 $3,719,503

18. Interest expense

In addition to the interest expense of $15,454,791 (2005 - $16,050,126), interest expense in the

amount of $25,814,592 (2005 - $27,115,946) is included in note 15 in the amortization and interest

expense.

19. Pension obligations

Employees of the Corporation and MHA are eligible for pensions under the Manitoba Civil Service

Superannuation Fund. This pension plan is a defined benefit plan, which requires MHA to contribute

an amount equal to the employees' contribution to the Superannuation Fund for current services.

Such payments are charged to housing operations as incurred and MHRC has no further liability

associated with the annual cost of pension benefits earned by MHA employees. Pension expense

recorded for MHA employees for the year ended March 31, 2006 is $554,038 (2005 - $466,469).

The Corporation has a liability associated with the annual cost of pension benefits earned by the

former Department of Family Services and Housing employees who were transferred to the

Corporation on February 8, 2003. The liability of $5,657,598 (2005 - $4,806,360) and the related

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recoverable amount from the Province of Manitoba of $5,657,598 (2005 - $4,806,360) are recorded in

the financial statements. As well, the increase of $851,238 (2005 – decrease of $34,174) in the

liability and in the recoverable is recorded in the financial statements.

20. Severance pay benefits

Effective April 1, 1998, the Corporation commenced recording the estimated liability for accumulated

severance pay benefits for its employees in The Manitoba Housing Authority. The amount of this

estimated liability is determined and recorded annually using the method of calculation set by the

Province of Manitoba.

Severance pay, at the employee’s date of retirement, will be determined by multiplying the eligible

employee’s years of service (to a maximum of 22 or 15 years) by the employee’s weekly salary at the

date of retirement. Eligibility will require that the employee has achieved a minimum of nine years of

service and that the employee is retiring from the Corporation.

The Province of Manitoba has accepted responsibility for the severance pay benefits accumulated to

March 31, 1998 by the Corporation’s employees. Accordingly, the Corporation recorded, effective

April 1, 1998, a receivable of $877,105 from the Province of Manitoba, which is an amount that is

equal to the estimated liability recorded for accumulated severance pay benefits at March 31, 1998.

The Corporation recorded a severance liability as at April 1, 2003 in the amount of $569,000

associated with the severance benefits earned by the former Department of Family Services and

Housing employees who were transferred to the Corporation on February 8, 2003. The amount of

this estimated liability is determined and recorded annually using a method of calculation set by the

Province of Manitoba. The Corporation recorded, effective April 1, 2003, a receivable in the amount

of $569,000 from the Province of Manitoba, which is an amount that is equal to the liability recorded

for accumulated severance pay benefits at that date.

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These receivables from the Province of Manitoba have no terms of repayment and accordingly, the

amount of the receivable will remain fixed at $1,446,105.

21. Contingencies

The Corporation is involved in legal proceedings arising in the normal course of business, the

outcome of which cannot be predicted at this time. In the opinion of management, the disposition of

these cases will not materially affect the financial position of the Corporation. Any settlement will be

recognized in the year the settlement occurs.

22. Commitments

The Corporation has the following commitments as at March 31, 2006.

a) Housing project modernization and improvement $1,022,124

b) Repair and renovation expenses $7,459,191

c) Grants and subsidies:

As a result of the Social Housing Agreement dated September 3, 1998, MHRC is now fully

responsible for the funding commitments of all Social Housing Projects in Manitoba. These

commitments will expire on a staggered basis over the period ending 2031, concurrent with the

Social Housing Agreement funding expiration date of August 31, 2031. An estimate of these

commitments for each of the next five years is as follows:

2007 $32,752,300

2008 43,413,000

2009 43,989,900

2010 44,574,200

2011 45,175,800

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23. Guarantees

The Corporation has guaranteed the repayment of mortgages and has issued letters of credit which

guarantee the terms and conditions of land development agreements and construction contracts.

The outstanding guarantees are as follows:

2006 2005

Joint Venture Investment Guarantee (note 8) $2,400,000 $2,400,000

Mobile Home Loan Guarantee Program 513,560 637,356

Other mortgage guarantees 2,768,356 3,548,356

Total guarantees $5,681,916 $6,585,712

A guarantee fee of 2 1/2% is charged for each mortgage under the Mobile Home Loan Guarantee

Program. The assets of the Mobile Home Loan Guarantee Program as at March 31, 2006 are

$852,297 (2005 - $829,386) and are included in cash (note 3). The trust fund liability is included in

accounts payable.

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